Jocelyn’s Books


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Jocelyn’s latest book weaves together timeless wisdom from the great sages of India, China, Japan, and the Islamic world—from Confucius to the Buddha, Rumi to Gandhi—with insights from modern-day experts. She offers a counterpoint to the Western view of influence as short-term persuasion or manipulation by showing how to create trust-based collaborations with lasting impact. Featuring twelve practices, twelve Western pitfalls, and scores of stories old and new, The Art of Quiet Influence is your best guide to leading without authority.


“A tremendous and relevant read.” –Stephen M.R. Covey, New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust

“A book for anyone who needs to lead without authority—that is, everyone!” –Rasmus Hougaard, Founder, Potential Project; author, The Mind of the Leader

“Wise, humane, and illuminating.” –Krishnan Venkatesh, author, Do You Know Who You Are? Reading the Buddha’s Discourses

“Be prepared to be inspired and moved to change as I was. A must-read.” –Cynthia Stuckey, Head of Sales Effectiveness Practice, Korn Ferry

“Demystifies Eastern philosophy and shows its relevance to today’s global business world.” –Karen Blal, CIPD Regional Director Asia

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The Greats on Leadership is an in-depth tour of the best leadership ideas of the past 25 centuries, drawing out the key leadership insights from classic authors and weaving them together with business examples, the best contemporary research, and tools to help put it all into practice.

Among the 20 leadership topics: Leadership Traps (Shakespeare) • Change (Machiavelli) • Power (Sophocles) • Communication (Lincoln, Pericles) • Personality Types (Jung) • Motivation (Frankl) • Judgment (Maupassant, Melville, Austen, Shaw) • Character (Churchill, Plutarch, Shelley, Joyce)


“For anyone who wants to be a great leader, in one manageable book” –Marshall Goldsmith, Thinkers50 #1 Leadership Thinker in the World

“A book of substance that is a joy to read” –SUCCESS magazine

“A mind-stretching read that transforms the theoretical to the actionable” –Richard Whiteley, author, The Customer Driven Company

“Made me reconsider the way I think about business leadership” –Bryan Burrough, co-author, Barbarians at the Gate

“A great balance of introspection, inspiration, and impetus toward execution” –800-CEO-READ Editor’s Choice

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Strategic Speed

Success in business goes to the swift. It’s about who can create the most value, smarter and faster than the competition. Yet the majority of strategic initiatives fail to implement successfully and on time—even with streamlined processes in place and plenty of resources on hand to get the job done. Why?

Authors Davis, Frechette, and Boswell argue that an exclusive focus on pace and process leads only to superficial speed: lots of activity, but little forward motion. To implement strategies both quickly and well, leaders need to make people the key ingredient in their success formula. Three people factors—Clarity, Unity, and Agility—are a powerful accelerator for organizational performance. From big change initiatives to everyday work projects, Strategic Speed supplies you with the tools to make it really happen.


“Where urgency meets execution” –Walt Macnee, President, International Markets, MasterCard Worldwide

“In Strategic Speed, we finally get the implementation model that needs to go with the strategy” –Len Schlesinger, President, Babson College

“Just as Einstein requested: simple, without being simplified” –Amy Edmondson, Novartis Professor of Leadership and Management, Harvard Business School

“Relevant business cases and practical suggestions to deliver real outcomes” –Catriona Noble, Managing Director, McDonald’s Australia

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Leadership Failures Sink Unsinkable Ship

The Titanic disaster has been called the greatest news story of modern times. A century later, historians are still arguing about what could have been done to prevent the sinking of the “unsinkable” ship and the drowning of more than 1500 passengers and crew. The massive investigations that followed the event resulted in a host of new laws and safety improvements to ships, including better hull and rudder design, lifeboat requirements, and radio communications laws. But while these technical and legal improvements undoubtedly saved lives in the years to come, they didn’t address the catastrophe’s fundamental cause: a failure in leadership.

Davis uses contemporary research to illuminate what leaders did wrong on the Titanic and the Californian—and what they did right on the Carpathia—on that long-ago night in the North Atlantic. The same lessons can be applied to 21st-century organizations that operate on dry land. This concise and fresh take on the disaster uncovers its true causes and provides practical advice you can apply as a business leader today.


“An engaging and easy read … a case study for those interested in effective leadership strategies (5 stars)” –Michael H. Roberts, Vice President for Research and Emerging Initiatives, Coastal Carolina University

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Forum’s Principles of Learning

Beginning in 1990, The Forum Corporation became known for its Principles of Adult Learning: six research-based precepts for fostering learning in the workplace. Joan Bragar and Kerry Johnson were the authors of that first study. In 2003, Jocelyn Davis and Tom Atkinson updated the research and the white paper. And in 2010, Elizabeth Griep, Simon Fowler, and Jocelyn updated it yet again. Over the years, the principles were the touchstone for our R&D efforts and our work with clients.

This latest report is enhanced with many real-life examples and a complete tool kit for driving business results through learning. With robust data, strategies, and tools, Forum’s Principles of Learning remains an indispensable guide for L&D and line leaders alike.