#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead.Don’t miss the five-part Max docuseries Brené Brown: Atlas of the Heart!ONE OF BLOOMBERG’S BEST BOOKS OF THE YEARLeadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential.When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work.But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start.Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question:How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture?In Dare to Lead, Brown uses research, stories, and examples to answer these questions in the no-BSstyle that millions of readers have come to expect and love.Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.”Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.

The New York Times best-selling team leadership handbook for modern executives, managers, and organizationsAfter her first two weeks observing the problems at DecisionTech, Kathryn Petersen, its new CEO, had more than a few moments when she wondered if she should have taken the job. But Kathryn knew there was little chance she would have turned it down. After all, retirement had made her antsy, and nothing excited her more than a challenge. What she could not have known when she accepted the job, however, was just how dysfunctional her team was, and how team members would challenge her in ways that no one ever had before.For twenty years, The Five Dysfunctions of a Team has been engaging audiences with a page-turning, realistic fable that follows the travails of Kathryn Petersen, DecisionTech’s CEO, as she faces the ultimate leadership crisis. She must unite a team in such disarray that it threatens to derail the entire company.Equal parts leadership fable and business handbook, this definitive source on teamwork by Patrick Lencioni reveals the five behavioral tendencies that go to the heart of why even the best teams struggle. He offers a powerful model and step-by-step guide for overcoming those dysfunctions and getting every one rowing in the same direction.Today, the lessons in The Five Dysfunctions of a Team are more relevant than ever. This special anniversary edition celebrates one of the best-selling business books of all time with a new foreword from the author that reflects on its legacy and lessons.

The Challenge:Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?The Study:For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?The Standards:Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.The Comparisons:The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.The Findings:The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”Perhaps, but who can afford to ignore these findings?

OVER 1 MILLION COPIES SOLD!Do you have a grip on your business, or does your business have a grip on you.All entrepreneurs and business leaders face similar frustrations—personnel conflict, profit woes, and inadequate growth. Decisions never seem to get made, or, once made, fail to be properly implemented. But there is a solution. It's not complicated or theoretical.The Entrepreneurial Operating System® is a practical method for achieving the business success you have always envisioned. More than 80,000 companies have discovered what EOS can do.In Traction, you'll learn the secrets of strengthening the six key components of your business. You'll discover simple yet powerful ways to run your company that will give you and your leadership team more focus, more growth, and more enjoyment. Successful companies are applying Traction every day to run profitable, frustration-free businesses—and you can too.For an illustrative, real-world lesson on how to apply Traction to your business, check out its companion book, Get A Grip.

A new edition based on the timeless business classic—updated to help today’s readers succeed more quickly in a rapidly changing world. The New One Minute Manager offers a way for you to succeed sooner with less stress in changing times—both at work and at home.For decades, The One Minute Manager® has helped millions achieve more successful professional and personal lives. While the principles it lays out are timeless, our world has changed drastically since the book’s publication. The exponential rise of technology, global flattening of markets, instant communication, and pressures on corporate workforces to do more with less—including resources, funding, and staff—have all revolutionized the world in which we live and work.Now, Ken Blanchard and Spencer Johnson have written The New One Minute Manager to introduce the book’s powerful, important lessons to a new generation. In their concise, easy-to-read story, they teach readers three very practical secrets about leading others—and explain why these techniques continue to work so well.As compelling today as the original was thirty years ago, this classic parable of a young man looking for an effective manager is more relevant and useful than ever.

Nobody wants to fail. But in highly complex organizations, success can happen only when we confront our mistakes, learn from our own version of a black box, and create a climate where it’s safe to fail.　We all have to endure failure from time to time, whether it’s underperforming at a job interview, flunking an exam, or losing a pickup basketball game. But for people working in safety-critical industries, getting it wrong can have deadly consequences. Consider the shocking fact that preventable medical error is the third-biggest killer in the United States, causing more than 400,000 deaths every year. More people die from mistakes made by doctors and hospitals than from traffic accidents. And most of those mistakes are never made public, because of malpractice settlements with nondisclosure clauses.For a dramatically different approach to failure, look at aviation. Every passenger aircraft in the world is equipped with an almost indestructible black box. Whenever there’s any sort of mishap, major or minor, the box is opened, the data is analyzed, and experts figure out exactly what went wrong. Then the facts are published and procedures are changed, so that the same mistakes won’t happen again. By applying this method in recent decades, the industry has created an astonishingly good safety record.Few of us put lives at risk in our daily work as surgeons and pilots do, but we all have a strong interest in avoiding predictable and preventable errors. So why don’t we all embrace the aviation approach to failure rather than the health-care approach? As Matthew Syed shows in this eye-opening book, the answer is rooted in human psychology and organizational culture.Syed argues that the most important determinant of success in any field is an acknowledgment of failure and a willingness to engage with it. Yet most of us are stuck in a relationship with failure that impedes progress, halts innovation, and damages our careers and personal lives. We rarely acknowledge or learn from failure—even though we often claim the opposite. We think we have 20/20 hindsight, but our vision is usually fuzzy.Syed draws on a wide range of sources—from anthropology and psychology to history and complexity theory—to explore the subtle but predictable patterns of human error and our defensive responses to error. He also shares fascinating stories of individuals and organizations that have successfully embraced a black box approach to improvement, such as David Beckham, the Mercedes F1 team, and Dropbox.

A revised and updated edition of the acclaimed Wall Street Journal bestseller that explores why some leaders drain capability and intelligence from their teams while others amplify it to produce better results.We’ve all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go off over people’s heads; ideas flow and problems get solved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers. And the world needs more of them, especially now when leaders are expected to do more with less.In this engaging and highly practical book, leadership expert Liz Wiseman explores these two leadership styles, persuasively showing how Multipliers can have a resoundingly positive and profitable effect on organizations—getting more done with fewer resources, developing and attracting talent, and cultivating new ideas and energy to drive organizational change and innovation.In analyzing data from more than 150 leaders, Wiseman has identified five disciplines that distinguish Multipliers from Diminishers. These five disciplines are not based on innate talent; indeed, they are skills and practices that everyone can learn to use—even lifelong and recalcitrant Diminishers. Lively, real-world case studies and practical tips and techniques bring to life each of these principles, showing you how to become a Multiplier too, whether you are a new or an experienced manager. This revered classic has been updated with new examples of Multipliers, as well as two new chapters one on accidental Diminishers, and one on how to deal with Diminishers.Just imagine what you could accomplish if you could harness all the energy and intelligence around you. Multipliers will show you how.

Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, offers essential advice on building and running a startup—practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog.While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in.Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.

What is strategy? For many it is the application of a theory, model or framework. In this book Spender develops a different creative approach. Emphasizing that firms face uncertainties and unknowns (knowledge gaps) he argues that the core of strategic thinking and processes rests on the organization's leaders developing newly imagined solutions to the opportunities that these uncertainties open up.Drawing on a wide range of ideas from strategy, economics, entrepreneurship and philosophy he stresses the importance of judgment in strategy, and argues that a key element of the entrepreneur and executive's task is to engage chosen uncertainties, develop a language to express and explain the firm's particular business model for dealing with these, and thus create innovation and value. At the same time he shows how the language the strategist creates to do this gives the firm identity and purpose, and communicates this to its members, stakeholders, and customers.In an accessible and engaging style Spender introduces these ideas, and reviews the strategy tools currently available from consultants and academics. Throughout he stresses the uncertainties or knowledge absences that pervade business and make effective strategizing both necessary and valuable. He outlines a structured practice that managers and consultants might chose to follow, not a theory.With appendices on casework, teaching strategy, current strategy texts, and further reading this book makes an important contribution to our understanding of the field and practice of strategy, opening up new approaches for managers, consultants, strategy teachers and students.

Now a New York Times and Wall Street Journal bestseller"I raced through Radical Candor--It’s thrilling to learn a framework that shows how to be both a better boss and a better colleague. Radical Candor is packed with illuminating truths, insightful advice, and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott’s own experiences at places like Apple, Google, and various start-ups. Indispensable." ―Gretchen Rubin author of New York Times bestseller The Happiness Project"Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives. Kim Scott's insights--based on her experience, keen observational intelligence and analysis--will help you be a better leader and create a more effective organization." ―Sheryl Sandberg author of the New York Times bestseller Lean In"Kim Scott has a well-earned reputation as a kick-ass boss and a voice that CEOs take seriously. In this remarkable book, she draws on her extensive experience to provide clear and honest guidance on the fundamentals of leading others: how to give (and receive) feedback, how to make smart decisions, how to keep moving forward, and much more. If you manage people--whether it be 1 person or a 1,000--you need Radical Candor. Now." ―Daniel Pink author of New York Times bestseller DriveFrom the time we learn to speak, we’re told that if you don’t have anything nice to say, don’t say anything at all. When you become a manager, it’s your job to say it--and your obligation.Author Kim Scott was an executive at Google and then at Apple, where she worked with a team to develop a class on how to be a good boss. She has earned growing fame in recent years with her vital new approach to effective management, Radical Candor.Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity.This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of.Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.

“This is the management book of the year. Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work.”—Seth Godin, author of This is Marketing“This book is a breath of fresh air. Read it now, and make sure your boss does too.”—Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl SandbergWhen fast-scaling startups and global organizations get stuck, they call Aaron Dignan. In this book, he reveals his proven approach for eliminating red tape, dissolving bureaucracy, and doing the best work of your life.He’s found that nearly everyone, from Wall Street to Silicon Valley, points to the same frustrations: lack of trust, bottlenecks in decision making, siloed functions and teams, meeting and email overload, tiresome budgeting, short-term thinking, and more.Is there any hope for a solution? Haven’t countless business gurus promised the answer, yet changed almost nothing about the way we work?That’s because we fail to recognize that organizations aren’t machines to be predicted and controlled. They’re complex human systems full of potential waiting to be released.Dignan says you can’t fix a team, department, or organization by tinkering around the edges. Over the years, he has helped his clients completely reinvent their operating systems—the fundamental principles and practices that shape their culture—with extraordinary success.Imagine a bank that abandoned traditional budgeting, only to outperform its competition for decades. An appliance manufacturer that divided itself into 2,000 autonomous teams, resulting not in chaos but rapid growth. A healthcare provider with an HQ of just 50 people supporting over 14,000 people in the field—that is named the “best place to work” year after year. And even a team that saved $3 million per year by cancelling one monthly meeting.Their stories may sound improbable, but in Brave New Work you’ll learn exactly how they and other organizations are inventing a smarter, healthier, and more effective way to work. Not through top down mandates, but through a groundswell of autonomy, trust, and transparency.Whether you lead a team of ten or ten thousand, improving your operating system is the single most powerful thing you can do. The only question is, are you ready?

More than ten years after his first bestselling book, The E-Myth, changed the lives of hundreds of thousands of small business owners, Michael Gerber椮trepreneur, author, and speaker extraordinaire楩res the next salvo in his highly successful E-Myth Revolution. Drawing on lessons learned from working with more than 15,000 small, medium-sized, and very large organisations, Gerber has discovered the truth behind why management doesn′t work and what to do about it. Unearthing the arbitrary origins of commonly held doctrines such as the omniscience of leader (Emperor) and the most widely embraced myth of all擨e E-Myth Manager offers a fresh, provocative alternative to management as we know it. It explores why every manager must take charge of his own life, reconcile his own personal vision with that of the organisation, and develop an entrepreneurial mind-set to achieve true success.

Winner of a Choice Magazine Outstanding Business Book of the Year Award! We are on the cusp of a marketing revolution.And it is being led by you.Return on Influence is the first book to explore how brands are identifying and leveraging the world's most powerful bloggers, tweeters, and YouTube celebrities to build product awareness, brand buzz, and new sales.In this revolutionary book, renowned marketing consultant and college educator Mark W. Schaefer shows you how to use the latest breakthroughs in social networking and influence marketing to achieve your goals through:In-depth explanations of the sources of online influence--and how they can work for or against you Interviews with more than 50 experts, including tech blogger Robert Scoble, Influence author Robert Cialdini, and industry thought leaders such as Mitch Joel, Jay Baer, and Christopher S. Penn An insider's look at the controversial social scoring company Klout and its process for assigning influence numbers to everyone Practical, actionable tips to increase your own personal power and online influence More than a dozen original social influence marketing case studies Even if you already use social media platforms such as Facebook, LinkedIn, YouTube, Twitter, or blogging to maintain an online presence, this eye-opening, action-ready guide shows you how to reach the "superconnectors" who ignite epidemics through word-of-mouth influence . . . and become one yourself.This is the future of marketing at your fingertips: low-cost, high-speed, influence driven, and powerful. Filled with fascinating case studies, interviews, and insider advice, this essential guide prepares you for the next wave of social networking. This is how to win friends and influence people in the digital age--with a Return on Influence.Praise for Return on Influence:"Influence is the ability to cause, affect, or change behavior. Mark Schaefer helps you define the outcomes you wish to see . . . and measure them!"--Brian Solis, author of The End of Business as Usual"Schaefer's book has earned its place on the shelf of anyone looking to find influencers--or become one."--Harold Burson, founder, Burson-Marsteller"Return on Influence is definitive, exciting, and endlessly practical. In an age where marketing budgets are tight and getting tighter, social media--and particularly influence marketing--has become the silver bullet to solve all problems. Consider this book the marksmen's manual."--Rick Wion, Director of Social Media, McDonald's"I could not stop reading this book. Mark Schaefer demystifies the power of influence in this insider's guide to combining content strategy with network interactions to create social conversations that move markets."--Ardath Albee, author of eMarketing Strategies for the Complex Sale"A fascinating exploration at how you track and increase your online influence. Real-world strategies for real-world companies."--Randy Gage, author of Prosperity Mind

The classic by Sun Tzu. The definitive guide to strategy, tactics, and success.

Instant Wall Street Journal Bestseller!Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing.That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations?Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager.The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including:* How to tell a great manager from an average manager (illustrations included)* When you should look past an awkward interview and hire someone anyway* How to build trust with your reports through not being a boss* Where to look when you lose faith and lack the answersWhether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had.

Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.

In his latest bestseller, Atul Gawande shows what the simple idea of the checklist reveals about the complexity of our lives and how we can deal with it.The modern world has given us stupendous know-how. Yet avoidable failures continue to plague us in health care, government, the law, the financial industry—in almost every realm of organized activity. And the reason is simple: the volume and complexity of knowledge today has exceeded our ability as individuals to properly deliver it to people—consistently, correctly, safely. We train longer, specialize more, use ever-advancing technologies, and still we fail. Atul Gawande makes a compelling argument that we can do better, using the simplest of methods: the checklist. In riveting stories, he reveals what checklists can do, what they can’t, and how they could bring about striking improvements in a variety of fields, from medicine and disaster recovery to professions and businesses of all kinds. And the insights are making a difference. Already, a simple surgical checklist from the World Health Organization designed by following the ideas described here has been adopted in more than twenty countries as a standard for care and has been heralded as “the biggest clinical invention in thirty years” (The Independent).

The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation from the author of When: The Scientific Secrets of Perfect TimingMost people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.

From Jocko Willink, the New York Times best selling author of Discipline Equals Freedom and Leadership Strategy and Tactics, an updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special forces unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Now with an excerpt from the authors' new book, THE DICHOTOMY OF LEADERSHIP.Combat, the most intense and dynamic environment imaginable, teaches the toughest leadership lessons, with absolutely everything at stake. Jocko Willink and Leif Babin learned this reality first-hand on the most violent and dangerous battlefield in Iraq. As leaders of SEAL Team Three’s Task Unit Bruiser, their mission was one many thought impossible: help U.S. forces secure Ramadi, a violent, insurgent-held city deemed “all but lost.” In gripping, firsthand accounts of heroism, tragic loss, and hard-won victories, they learned that leadership―at every level―is the most important factor in whether a team succeeds or fails.Willink and Babin returned home from deployment and instituted SEAL leadership training to pass on their harsh lessons of self-discipline, mental toughness and self-defense learned in combat to help forge the next generation of SEAL leaders. After leaving the SEAL Teams, they launched a company, Echelon Front, to teach those same leadership principles to leaders in businesses, companies, and organizations across the civilian sector. Since that time, they have trained countless leaders and worked with hundreds of companies in virtually every industry across the U.S. and internationally, teaching them how to develop their own high-performance teams and most effectively lead those teams to dominate their battlefields.Since it’s release in October 2015, Extreme Ownership has revolutionized leadership development and set a new standard for literature on the subject. Required reading for many of the most successful organizations, it has become an integral part of the official leadership training programs for scores of business teams, military units, and first responders. Detailing the resilient mindset and total focus principles that enable SEAL units to accomplish the most difficult combat missions, Extreme Ownership demonstrates how to apply them to any team or organization, in any leadership environment. A compelling narrative with powerful instruction and direct application, Extreme Ownership challenges leaders everywhere to fulfill their ultimate purpose: lead and win.

A timeless classic from a pioneer in the field of leadership studies-the only book you need to read on becoming an effective leader.Warren Bennis (1925-2014) was a pioneer in leadership studies, a scholar who advised presidents and business executives alike on how to become successful leaders. On Becoming a Leader is his seminal work, exemplifying Bennis's core belief that leaders are not born-they are made. In a world increasingly defined by turbulence and uncertainty, the call to leadership is more urgent than ever. Providing essential and timeless insights for generations of readers, On Becoming a Leader delves into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to achieve it.Dubbed the "dean of leadership gurus" by Forbes magazine, Bennis remains the final word in modern leadership. This seminal work is a must-read for anyone who aspires to leadership excellence.

Why the best way to drive growth might be to focus rather than expandWhen Sanjay Khosla took charge of developing markets for Kraft Foods in 2007, the business was floundering. Six years later, annual sales had soared from $5 billion to $16 billion with significant improvement in profitability. The secret? Making fewer, bigger, and bolder bets and stopping a lot of small stuff. Kellogg School professor Mohanbir Sawhney discovered a similar formula for stellar results—focus and simplicity—in advising Fortune 500 companies.Now Khosla and Sawhney have combined their experiences into a seven-step model for sustained profitable growth in any market, based on fewer but better bets. Drawing on case studies that feature dozens of companies, from Cisco to Hyatt to Spirit Airlines, the authors show how their program applies to global giants, small startups, and any organization in between.Fewer, Bigger, Bolder is contrarian and sometimes startlingly counterintuitive. But in an era of chronically tight budgets and dangerously short attention spans, it provides a proven formula for moving ahead with success.

In this instant New York Times bestseller, pioneering psychologist Angela Duckworth shows anyone striving to succeed—be it parents, students, educators, athletes, or business people—that the secret to outstanding achievement is not talent but a special blend of passion and persistence she calls “grit.”Drawing on her own powerful story as the daughter of a scientist who frequently noted her lack of “genius,” Duckworth, now a celebrated researcher and professor, describes her early eye-opening stints in teaching, business consulting, and neuroscience, which led to the hypothesis that what really drives success is not “genius” but a unique combination of passion and long-term perseverance.In Grit, she takes readers into the field to visit cadets struggling through their first days at West Point, teachers working in some of the toughest schools, and young finalists in the National Spelling Bee. She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Finally, she shares what she’s learned from interviewing dozens of high achievers—from JP Morgan CEO Jamie Dimon to New Yorker cartoon editor Bob Mankoff to Seattle Seahawks Coach Pete Carroll.Among Grit’s most valuable insights:*Why any effort you make ultimately counts twice toward your goal*How grit can be learned, regardless of I.Q. or circumstances*How lifelong interest is triggered*How much of optimal practice is suffering and how much ecstasy*Which is better for your child—a warm embrace or high standards*The magic of the Hard Thing RuleWinningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that—not talent or luck—makes all the difference.

INTERNATIONAL BESTSELLER • An engaging, deeply researched guide to flourishing in a world of increasing stress and negativity—the inspiration for one of the most popular TED Talks of all time“Powerful [and] charming . . . A book for just about anyone . . . The philosophies in this book are easily the best wire frames to build a happy and successful life.”—MediumHappiness is not the belief that we don’t need to change; it is the realization that we can.Our most commonly held formula for success is broken. Conventional wisdom holds that once we succeed, we’ll be happy; that once we get that great job, win that next promotion, lose those five pounds, happiness will follow. But the science reveals this formula to be backward: Happiness fuels success, not the other way around.Research shows that happy employees are more productive, more creative, and better problem solvers than their unhappy peers. And positive people are significantly healthier and less stressed and enjoy deeper social interaction than the less positive people around them.Drawing on original research—including one of the largest studies of happiness ever conducted—and work in boardrooms and classrooms across forty-two countries, Shawn Achor shows us how to rewire our brains for positivity and optimism to reap the happiness advantage in our lives, our careers, and even our health. His strategies include:• The Tetris Effect: how to retrain our brains to spot patterns of possibility so we can see and seize opportunities all around us• Social Investment: how to earn the dividends of a strong social support network• The Ripple Effect: how to spread positive change within our teams, companies, and familiesBy turns fascinating, hopeful, and timely, The Happiness Advantage reveals how small shifts in our mind-set and habits can produce big gains at work, at home, and elsewhere.

The #1 New York Times bestseller. Over 20 million copies sold!Tiny Changes, Remarkable ResultsNo matter your goals, Atomic Habits offers a proven framework for improving--every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results.If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights.Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible. Along the way, readers will be inspired and entertained with true stories from Olympic gold medalists, award-winning artists, business leaders, life-saving physicians, and star comedians who have used the science of small habits to master their craft and vault to the top of their field.Learn how to:make time for new habits (even when life gets crazy);overcome a lack of motivation and willpower; design your environment to make success easier; get back on track when you fall off course; ...and much more.Atomic Habits will reshape the way you think about progress and success, and give you the tools and strategies you need to transform your habits--whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, or achieve any other goal.

Praise for HIRING FOR ATTITUDE“Success in business starts with finding great talent that will thrive within your company culture. Hiring for Attitude combines valuable insights with relatable examples, giving you the tools to recruit the right talent for your organization and reduce your risk of mishires.”―BRENT RASMUSSEN, President of CareerBuilder North America“Caesars brings our brands to life through the attitude of our team members. In Hiring for Attitude, Mark Murphy combines the science of selecting for attitude with the wisdom of how to apply it to your business. The tools in this book are clever and unique and will immediately enhance your culture. Attitude is the new front in the war for talent, and this book positions you to win.”―TERRY BYRNES, Vice President of Total Service, Caesars Entertainment“In the global high-tech world, attitude is critical. But how do you discover whether someone is both technically brilliant and a perfect fit with your culture? Moving way beyond standard hiring approaches, Hiring for Attitude has deepened our talent pool, shown us how to discover untapped talent, reduced the risk of hiring the wrong person, and cut turnover substantially.”―MITCH LITTLE, Vice President of Worldwide Sales and Applications, Microchip“Who’s getting hired this year? People with great attitudes who can fit a particular culture. But traditional hiring approaches don’t help you discover who is (and isn’t) the perfect fit. Hiring for Attitude will reveal exactly what attitudes you need to succeed. Whether you’re hiring from outside, or choosing the right internal people for a new project, this book gives you unparalleled insight into people’s attitudes.”―SAM HOLTZMAN, President and CEO, LifeGiftAbout the Book:In a recent groundbreaking study, the training firm Leadership IQ found that 46 percent of all new hires fail within their first 18 months. But here’s the real shocker: 89 percent fail for attitudinal reasons―not skills.Most hiring managers are getting it wrong. Of course skills are important, but a particular skill set is about the easiest thing to test in an interview. Although much harder to recognize, attitude should be your number-one focus during the hiring process. Don’t suffer from poor chemistry―even one employee with the wrong attitude could cause years of suffering for your other employees and customers.Whether you’re hiring new employees, choosing existing employees for a new team, or upgrading your current talent pool, you need people with the right attitude!Attitude is what makes employees give 100 percent effort and turns customers into raving fans. Attitude sets your company apart from the competition.In Hiring for Attitude, top leadership strategist Mark Murphy shows you: The five biggest reasons why new hires fail Two quick and easy tests to discover the attitudinal characteristics that you need for your unique culture The five-part interview question that gets candidates to reveal the truth about what their last boss really thinks of them Where great companies really find their best candidates The six words most interviewers add to the end of behavioral interview questions that destroy their effectivenessHiring for Attitude includes case studies from Microchip, Southwest Airlines, The Ritz-Carlton, Google, and other companies that drive great results by hiring for attitude.Whether your company is small or big, highly social or hyper-competitive, fl at or hierarchical, every person on your payroll has to fit your culture. You can’t afford to hire blind. You need to be Hiring for Attitude.

The Dirty Word is the CEOs key to "unlock business freedom"."This book will help you square that circle and set your business up for future-proof sustainable success." Samantha Seaton, CEO of Moneyhub EnterpriseWhy is business growth so hard? Why don't things happen as they are meant to? How can you help employees deliver brilliant work, consistently?Alister Esam was a frustrated CEO and Founder who felt so passionately about his business he worked 80 hours a week trying to make everything perfect. At the same time he drove his demotivated employees up the wall, heaping yet more stress on himself. He found salvation in a surprising place - process.People associate process with control, monotony and the death of creativity. A Dirty Word to avoid. As a CEO, Alister discovered the truth - if implemented correctly process can; Provide employees with empowerment, autonomy and creativity Give you business freedom and total reassurance things are running correctly Massively accelerate improvement by harnessing your team's collective brainpowerThe Dirty Word looks at why process is so important and why people get it so wrong. As the world emerges into a new way of thinking, now is the time for a way of working which can change the whole culture of a business."In this excellent book, based on his own experiences in building successful SME’s, Alister shows how to implement processes in a way that encourages, rather than stifles, creativity and continuous improvement.”ROB WHITTAKER, Group Chairman at Vistage UK“In this self-help guide for business owners drowning in abandoned processes that used to make their business work, Alister shows how to bring calm to the chaos of running a business.”CLAIRE EDMUNDS, Founder & CEO of Clarify“In today’s fast-paced business world, there has never been a more important time for business to drive productivity and resolve the conflict that exists between greater staff autonomy and the need for business to deliver repeatable excellence.”RORY WATERER, Managing Director of Urban Planters“In a rapidly changing world, with increasingly flexible working practices, there has never been a more critical time to understand and implement this approach.”DAVID YOUDS, Founder & CEO of Bedrock Healthcare“This book opened my eyes not only to the power of process but how it impacts vision, culture and the people at the heart of your plans.”WARREN RICHMOND, Founder & CEO of Situ Live

Over two million copies sold.Stephen M. R. Covey shows how trust—and the speed at which it is established with clients, employees, and all stakeholders—is the single most critical component of a successful leader and organization.Stephen M. R. Covey, widely known as one of the world’s leading authorities on trust, asserts that it is “the most overlooked, misunderstood, underutilized asset to enable performance. Its impact, for good or bad, is dramatic and pervasive. It’s something you can’t escape.” Thankfully, it’s is also the thing that can dramatically improve your personal and professional success.Why trust? The simple, often overlooked fact is this: work gets done with and through people. The Speed of Trust offers an unprecedented and eminently practical look at exactly how trust functions in every transaction and every relationship—from the most personal to the broadest, most indirect interaction. It specifically demonstrates how to establish trust intentionally so that you and your organization can forego the time-killing, bureaucratic check-and-balance processes that is so often deployed in lieu of actual trust.This 2018 updated edition includes an insightful afterword by the author which explores ten key reasons why trust is more relevant now than ever before—including how trust is the new currency of our world today.

A game-changing approach to managementToo often discussions of management practice focus exclusively on managing people and organizational issues. Rarely, however, do they incorporate a discussion about technology or address all three dimensions in a balanced way. When they do, the result is game changing. In our hypercompetitive environment, those managers who are outstanding at being plugged into their people, technology, and organizational processes simultaneously excel at coming up with effective business solutions.The Plugged-In Manager makes the case that being plugged-in―the ability to see choices across each of an organization's dimensions of people, technology, and organizational processes and then to mix them together into new and powerful organizational strategies, structures, and practices―may be the most important capability a manager can develop to succeed in the 21st century. Step by step Griffith shows you how to acquire this ability. Shows what it takes for business managers to succeed as technology and organizations become more and more complex Profiles exceptional leaders and organizations who are plugged-in, such as Tony Hsieh, CEO of Zappos.com Offers a fresh look at management issuesFilled with compelling case studies and drawing on first-hand interviews, The Plugged-In Manager highlights this often neglected managerial capability and the costs of only focusing on one dimension rather than all three.

Use this helpful book to learn about the leadership tools to fuel success, grow your team, and become the visionary you were meant to be.True leadership isn't a matter of having a certain job or title. In fact, being chosen for a position is only the first of the five levels every effective leader achieves. To become more than "the boss" people follow only because they are required to, you have to master the ability to invest in people and inspire them. To grow further in your role, you must achieve results and build a team that produces. You need to help people to develop their skills to become leaders in their own right. And if you have the skill and dedication, you can reach the pinnacle of leadership—where experience will allow you to extend your influence beyond your immediate reach and time for the benefit of others.The 5 Levels of Leadership are:1. Position—People follow because they have to.2. Permission—People follow because they want to.3. Production—People follow because of what you have done for the organization.4. People Development—People follow because of what you have done for them personally.5. Pinnacle—People follow because of who you are and what you represent.Through humor, in-depth insight, and examples, internationally recognized leadership expert John C. Maxwell describes each of these stages of leadership. He shows you how to master each level and rise up to the next to become a more influential, respected, and successful leader.

Strategy Safari, the international bestseller on business strategy by leading management thinker Henry Mintzberg and his colleagues Bruce Ahlstrand and Joseph Lampel, is widely considered a classic work in the field.No other book synthesizes the entire history and evolution of strategic management in so lively and entertaining a fashion. Since the initial publication of Strategy Safari, managers, consultants, and academics all over the world have found this book an indispensable and delightful tool—it has been translated into more than ten languages, including Chinese, Russian, and French, and has been used in top MBA programs worldwide.Strategy Safari makes sense of a field that often seems to make no sense. Mintzberg, Ahlstrand, and Lampel pair their sweeping vision of strategy making with an authoritative catalog in which they identify ten schools of strategy that have emerged over the past four decades.Why struggle through the vast, confusing terrain of strategy formation? With clarity and depth, Strategy Safari maps the strategic landscape and facilitates intelligent, informed strategy formation.

Daniel Goleman’s Leadership: The Power of Emotional Intelligence is the author’s first comprehensive collection of his key findings on leadership. This often-cited, proven-effective material will help develop stellar management, performance and innovation. The collection makes available his most sought-after writings in one single volume, including: - Managing With Heart - What Makes a Leader? - Leadership That Gets Results - The Group IQ - Primal Leadership - The Social Brain - The Sweet Spot for Achievement - Developing Emotional Intelligence “I’ve pulled together more than two decade’s worth of my writings that best illustrate EI’s positive impact on personal and organizational excellence,” Goleman says. “Consider the book your toolbox. Each chapter is a unique and useful device that helps leaders, coaches, human resources officers, managers, and educators to effectively guide and motivate others.” 117 Pages with an introduction by the author

Companies Compete To Find And Keep The Best Employees, Using Pay, Benefits, Promotions, And Training. But These Well-intentioned Efforts Often Miss The Mark. The Front-line Manager Is The Key To Attracting And Retaining Talented Employees. No Matter How Generous Its Pay Or How Renowned Its Training, The Company That Lacks Great Front-line Managers Will Suffer. The Authors Explain How The Best Managers Select An Employee For Talent Rather Than For Skills Or Experience How They Set Expectations For Him Or Her -- They Define The Right Outcomes Rather Than The Right Steps How They Motivate People -- They Build On Each Person's Unique Strengths Rather Than Trying To Fix His Weaknesses And, Finally, How Great Managers Develop People -- They Find The Right Fit For Each Person, Not The Next Rung On The Ladder. And Perhaps Most Important, This Research -- Which Initially Generated Thousands Of Different Survey Questions On The Subject Of Employee Opinion -- Finally Produced The Twelve Simple Questions That Work To Distinguish The Strongest Departments Of A Company From All The Rest. This Book Is The First To Present This Essential Measuring Stick And To Prove The Link Between Employee Opinions And Productivity, Profit, Customer Satisfaction, And The Rate Of Turnover. Introduction : Breaking All The Rules -- Chapter 1. The Measuring Stick. A Disaster Off The Scilly Isles : What Do We Know To Be Important But Are Unable To Measure? -- The Measuring Stick : How Can You Measure Human Capital? -- Putting The Twelve To The Test : Does The Measuring Stick Link To Business Outcomes? -- A Case In Point : What Do These Discoveries Mean For One Particular Company? -- Mountain Climbing : Why Is There An Order To The Twelve Questions? -- Chapter 2. The Wisdom Of Great Managers. Words From The Wise : Whom Did Gallup Interview? -- What Great Managers Know : What Is The Revolutionary Insight Shared By All Great Managers? -- What Great Managers Do : What Are The Four Basic Roles Of A Great Manager? -- The Four Keys : How Do Great Managers Play These Roles? -- Chapter 3. The First Key : Select For Talent. Talent : How Great Managers Define It : Why Does Every Role, Performed At Excellence, Require Talent? --^ The Right Stuff : Why Is Talent More Important Than Experience, Brainpower, And Willpower? -- The Decade Of The Brain : How Much Of A Person Can The Manager Change?-- Skills, Knowledge, And Talents : What Is The Difference Among The Three? -- The World According To Talent : Which Myths Can We Now Dispel? -- Talent : How Great Managers Find It : Why Are Great Managers So Good At Selecting For Talent? -- A Word From The Coach : John Wooden, On The Importance Of Talent -- Chapter 4. The Second Key : Define The Right Outcomes. Managing By Remote Control : Why Is It So Hard To Manage People Well? -- Temptations : Why Do So Many Managers Try To Control Their People? -- Rules Of Thumb : When And How Do Great Managers Rely On Steps? -- What Do You Get Paid To Do? : How Do You Know If The Outcomes Are Right? -- Chapter 5. The Third Key : Focus On Strengths. Let Them Become More Of Who They Already Are : How Do Great Managers Release Each Person's Potential? --^ Tales Of Transformation : Why Is It So Tempting To Try To Fix People? -- Casting Is Everything : How Do Great Managers Cultivate Excellent Performance So Consistently? -- Manage By Exception : Why Great Managers Break The Golden Rule? -- Spend The Most Time With Your Best People : Why Do Great Managers Play Favorites? -- How To Manage Around A Weakness : How Do Great Manager Turn A Harmful Weakness Into An Irrelevant Nontalent? -- Chapter 6. The Fourth Key : Find The Right Fit. The Blind, Breathless Climb : What's Wrong With The Old Career Path? -- One Rung Doesn't Necessarily Lead To Another : Why Do We Keep Promoting People To Their Level Of Incompetence? -- Create Heroes In Every Role : How To Solve The Shortage Of Respect -- Three Stories And A New Career : What Is The Force Driving The New Career? -- The Art Of Tough Love : How Do Great Managers Terminate Someone And Still Keep The Relationship Intact? --^ Chapter 7. Turning The Keys : A Practical Guide. The Art Of Interviewing For Talent : Which Are The Right Questions To Ask? -- Performance Management : How Do Great Managers Turn The Last Three Keys Every Day, With Every Employee? -- Keys Of Your Own : Can An Employee Turn These Keys? -- Master Keys : What Can The Company Do To Create A Friendly Climate For Great Managers? -- Gathering Force -- Appendix A. The Gallup Path To Business Performance : What Is The Path To Sustained Increase In Shareholder Value? -- Appendix B. What The Great Managers Said : What Did Great Managers Say To The Three Questions Quoted In Chapter 2? -- Appendix C. A Selection Of Talents : Which Talents Are Found Most Frequently Across All Roles? -- Appendix D. Finding The Twelve Questions : How Did Gallup Find The Twelve Questions -- Appendix E. The Meta-analysis : What Are The Details Of The Meta-analysis?. Marcus Buckingham And Curt Coffman.

Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter.It’s a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does—but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status.Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer—and a powerful new framework for competing and winning in a world of constant turbulence and disruption.Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system—a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a “dual operating system”—one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers.Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people’s energy and urgency around what Kotter calls the big opportunity.If you’re a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.

This third edition of an international bestseller--over 2 million copies sold worldwide and translated into 33 languages--details how its powerful insights on motivation, conflict, and collaboration can benefit organizations as well as individuals. Since its original publication in 2000, Leadership and Self-Deception has become an international word-of-mouth phenomenon. Rather than tapering off, it sells more copies every year. The book's central insight--that the key to leadership lies not in what we do but in who we are--has proven to have powerful implications not only for organizational leadership but in readers' personal lives as well. Leadership and Self-Deception uses an entertaining story everyone can relate to about a man facing challenges at work and at home to expose the fascinating ways that we blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve happiness and increase happiness. We trap ourselves in a "box" of endless self-justification. Most importantly, the book shows us the way out. Readers will discover what millions already have learned--how to consistently tap into and act on their innate sense of what's right, dramatically improving all of their relationships.

The trusted management classic and go to guide for anyone facing new responsibilities as a first time manager, revised and updated to address modern management challenges.The jump from star employee to new manager is bigger than most people realize—with opportunities to fail at every step. Stumbling your way through isn’t an option.Learn to conquer every challenge like a pro with the clear, candid advice in The First Time Manager. For nearly four decades, this trusted guide has brought newcomers up to speed on the nitty gritty realities of managing people.Leading meetings, hiring employees, motivating others, actively listening, staying calm under pressure, overcoming resistance—dozens of skills are hammered home with honest explanations of what to expect and how to excel. Examples and action steps round out the lessons.Plus, this seventh edition delivers new information that helps you manage across generations, use online performance appraisal tools, persuade with stories, oversee remote employees, build a team dynamic, match a boss’s style, and more.With little experience or training, a coveted promotion can become a trial by fire. No one needs that. Turn to the book that thousands have relied on to hit the ground running.

The inspiring, unlikely, laugh-out-loud story of how one woman learned to lead–and how she ultimately succeeded, not despite her many mistakes, but because of them.This is the story of how Kristen Hadeed built Student Maid, a cleaning company where people are happy, loyal, productive, and empowered, even while they’re mopping floors and scrubbing toilets. It’s the story of how she went from being an almost comically inept leader to a sought-after CEO who teaches others how to lead.Hadeed unintentionally launched Student Maid while attending college ten years ago. Since then, Student Maid has employed hundreds of students and is widely recognized for its industry-leading retention rate and its culture of trust and accountability. But Kristen and her company were no overnight sensation. In fact, they were almost nothing at all.Along the way, Kristen got it wrong almost as often as she got it right. Giving out hugs instead of feedback, fixing errors instead of enforcing accountability, and hosting parties instead of cultivating meaningful relationships were just a few of her many mistakes. But Kristen’s willingness to admit and learn from those mistakes helped her give her people the chance to learn from their own screwups too.Permission to Screw Up dismisses the idea that leaders and organizations should try to be perfect. It encourages people of all ages to go for it and learn to lead by acting, rather than waiting or thinking. Through a brutally honest and often hilarious account of her own struggles, Kristen encourages us to embrace our failures and proves that we’ll be better leaders when we do.

This is the book that established “emotional intelligence” in the business lexicon—and made it a necessary skill for leaders.Managers and professionals across the globe have embraced Primal Leadership, affirming the importance of emotionally intelligent leadership. Its influence has also reached well beyond the business world: the book and its ideas are now used routinely in universities, business and medical schools, and professional training programs, and by a growing legion of professional coaches.This refreshed edition, with a new preface by the authors, vividly illustrates the power—and the necessity—of leadership that is self-aware, empathic, motivating, and collaborative in a world that is ever more economically volatile and technologically complex. It is even timelier now than when it was originally published.From bestselling authors Daniel Goleman, Richard Boyatzis, and Annie McKee, this groundbreaking book remains a must-read for anyone who leads or aspires to lead.Also available in ebook format wherever ebooks are sold.

What separates the greatest managers from all the rest?They actually have vastly different styles and backgrounds. Yet despite their differences, great managers share one common trait: They don’t hesitate to break virtually every rule held sacred by conventional wisdom. They don’t believe that, with enough training, a person can achieve anything he sets his mind to. They don’t try to help people overcome their weaknesses. And, yes, they even play favorites.In this longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial firms. Whatever their circumstances, the managers who ultimately became the focus of Gallup’s research were those who excelled at turning each individual employee’s talent into high performance.Gallup has found that the front-line manager is the key to attracting and retaining talented employees. This book explains how the best managers select an employee for talent rather than for skills or experience, set expectations, build on each person’s unique strengths rather than trying to fix his or her weaknesses, and get the best performance out of their teams.And perhaps most important, Gallup’s research produced the 12 simple statements that distinguish the strongest departments of a company from all the rest. First, Break All the Rules is the first book to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction and the rate of turnover.First, Break All the Rules presents vital performance and career lessons for managers at every level — and best of all, shows you how to apply them to your own situation.Included with this re-release of First, Break All the Rules: updated meta-analytic research and access to the Clifton StrengthsFinder assessment, which reveals people’s top themes of talent, and to Gallup’s Q12 employee engagement survey, the most effective measure of employee engagement and its impact on business outcomes.

Use data, technology, and inbound selling to build a remarkable team and accelerate salesThe Sales Acceleration Formula provides a scalable, predictable approach to growing revenue and building a winning sales team. Everyone wants to build the next $100 million business and author Mark Roberge has actually done it using a unique methodology that he shares with his readers. As an MIT alum with an engineering background, Roberge challenged the conventional methods of scaling sales utilizing the metrics-driven, process-oriented lens through which he was trained to see the world. In this book, he reveals his formulas for success. Readers will learn how to apply data, technology, and inbound selling to every aspect of accelerating sales, including hiring, training, managing, and generating demand.As SVP of Worldwide Sales and Services for software company HubSpot, Mark led hundreds of his employees to the acquisition and retention of the company's first 10,000 customers across more than 60 countries. This book outlines his approach and provides an action plan for others to replicate his success, including the following key elements: Hire the same successful salesperson every time ― The Sales Hiring Formula Train every salesperson in the same manner ― The Sales Training Formula Hold salespeople accountable to the same sales process ― The Sales Management Formula Provide salespeople with the same quality and quantity of leads every month ― The Demand Generation Formula Leverage technology to enable better buying for customers and faster selling for salespeopleBusiness owners, sales executives, and investors are all looking to turn their brilliant ideas into the next $100 million revenue business. Often, the biggest challenge they face is the task of scaling sales. They crave a blueprint for success, but fail to find it because sales has traditionally been referred to as an art form, rather than a science. You can't major in sales in college. Many people question whether sales can even be taught. Executives and entrepreneurs are often left feeling helpless and hopeless.The Sales Acceleration Formula completely alters this paradigm. In today's digital world, in which every action is logged and masses of data sit at our fingertips, building a sales team no longer needs to be an art form. There is a process. Sales can be predictable.A formula does exist.

#1 New York Times BestsellerLegendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive.In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered.Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked.In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization.The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.

*New York Times bestseller—over 40 million copies sold**The #1 Most Influential Business Book of the Twentieth Century*One of the most inspiring and impactful books ever written, The 7 Habits of Highly Effective People has captivated readers for nearly three decades. It has transformed the lives of presidents and CEOs, educators and parents—millions of people of all ages and occupations. Now, this 30th anniversary edition of the timeless classic commemorates the wisdom of the 7 Habits with modern additions from Sean Covey.The 7 Habits have become famous and are integrated into everyday thinking by millions and millions of people. Why? Because they work!With Sean Covey’s added takeaways on how the habits can be used in our modern age, the wisdom of the 7 Habits will be refreshed for a new generation of leaders.They include:Habit 1: Be ProactiveHabit 2: Begin with the End in MindHabit 3: Put First Things FirstHabit 4: Think Win/WinHabit 5: Seek First to Understand, Then to Be UnderstoodHabit 6: SynergizeHabit 7: Sharpen the SawThis beloved classic presents a principle-centered approach for solving both personal and professional problems. With penetrating insights and practical anecdotes, Stephen R. Covey reveals a step-by-step pathway for living with fairness, integrity, honesty, and human dignity—principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.

The legendary New York Times bestselling tale of top-down change for anyone trying to navigate today's uncertain business seas.When Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including:See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often. Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

A company’s worst enemy is not always the competition. Sometimes it’s the fear that lives within its own walls.In companies, fear can take many forms: fear of not meeting a goal, of not getting a bonus, of losing decision rights and respect. Fear compels employees and managers to protect themselves by creating seemingly impenetrable barriers fortified by rules and practices that benefit one group while harming others.Sound familiar?If so, then you know that left unchecked, fear-driven barriers can spread at an alarming rate in a company. Workgroups start to define success not by reaching the company’s overall goal, but by fulfilling their part of the process. Restrictive policies pile up until managers start to exert extreme control over headcount and resources. Other managers feel compelled to build empires — taking over other departments’ functions to regain or enhance their self-sufficiency. In the midst of these counterproductive activities, employees suffer, success deteriorates and efficiency dies.While these barriers might seem insurmountable, they are not. They were built internally, and they can be destroyed internally.By learning from the real-world lessons in this book, leaders, managers and employees can overcome the barriers that plague their company. It takes courageous leadership, and it can be difficult, but the result will be nothing less than transformational.

Whether you call it "harvesting intangible assets" or "intellectual property management," organizations must make the most of everything they have to offer if they want to remain competitive. Yet, the majority of companies are oblivious to the wealth of revenue-producing opportunities hiding just below the strategic surface. In this thought-provoking book, author Andrew J. Sherman shares insights and expertise gleaned from his work with some of the world's leading companies who have capitalized on intellectual assets such as patents, trademarks, customer information, software codes, databases, business models, home-grown processes, and employee expertise. Featuring instructive examples from organizations including Proctor & Gamble, IBM, and Google, the book reveals how companies large or small can implement IP-driven growth and licensing strategies, foster a culture of innovation, turn R&D into revenue, and much more. Smart companies reap what they sow. This book gives readers t

A Handsome, Commemorative Edition Of Peter F. Drucker’s Timeless Classic Work On Leadership And Management, With A Foreword By Jim Collins. What Makes An Effective Executive? For Decades, Peter F. Drucker Was Widely Regarded As The Dean Of This Country’s Business And Management Philosophers (wall Street Journal). In This Concise And Brilliant Work, He Looks To The Most Influential Position In Management—the Executive. The Measure Of The Executive, Drucker Reminds Us, Is The Ability To Get The Right Things Done. This Usually Involves Doing What Other People Have Overlooked As Well As Avoiding What Is Unproductive. Intelligence, Imagination, And Knowledge May All Be Wasted In An Executive Job Without The Acquired Habits Of Mind That Mold Them Into Results. Drucker Identifies Five Practices Essential To Business Effectiveness That Can—and Must—be Mastered: Managing Time; Choosing What To Contribute To The Organization; Knowing Where And How To Mobilize Strength For Best Effect; Setting The Right Priorities; Knitting All Of Them Together With Effective Decision-making Ranging Across The Annals Of Business And Government, Drucker Demonstrates The Distinctive Skill Of The Executive And Offers Fresh Insights Into Old And Seemingly Obvious Business Situations.

Please Read Brand New, International Softcover Edition, Printed in black and white pages, minor self wear on the cover or pages, Sale restriction may be printed on the book, but Book name, contents, and author are exactly same as Hardcover Edition. Fast delivery through DHL/FedEx express.

A groundbreaking look at why our interactions with others hold the key to success, from the bestselling author of OriginalsFor generations, we have focused on the individual drivers of success: passion, hard work, talent, and luck. But in today’s dramatically reconfigured world, success is increasingly dependent on how we interact with others. In Give and Take, Adam Grant, an award-winning researcher and Wharton’s highest-rated professor, examines the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom. Praised by social scientists, business theorists, and corporate leaders, Give and Take opens up an approach to work, interactions, and productivity that is nothing short of revolutionary.

Examining the gap between what managers plan, what they do, and the outcomes they achieve, Stephen Bungay uses the nineteenth-century Prussian Army—and the unpredictable environment of the battlefield—to show business leaders how they can build more effective and productive organizations. Bungay provides a fresh look at how managers can turn planning into execution, and execution into results.

From a co-founder of Pixar Animation Studios—the Academy Award–winning studio behind Coco, Inside Out, and Toy Story—comes an incisive book about creativity in business and leadership for readers of Daniel Pink, Tom Peters, and Chip and Dan Heath.NEW YORK TIMES BESTSELLER | NAMED ONE OF THE BEST BOOKS OF THE YEAR BY The Huffington Post • Financial Times • Success • Inc. • Library JournalCreativity, Inc. is a manual for anyone who strives for originality and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about creativity—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.”For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, WALL-E, and Inside Out, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his co-founding Pixar in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on leadership and management philosophies that protect the creative process and defy convention, such as:• Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better.• If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead.• It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them.• The cost of preventing errors is often far greater than the cost of fixing them.• A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody.

Ben Hunt-Davis won Olympic Gold at the Sydney Olympics in 2000 as part of the Men's Rowing Eight. He and Executive Coach Harriet Beveridge have teamed up to show you how to use similar strategies to improve your own life. The pair have been road-testing these methods for 10 years, with clients from all walks of life; managers, leaders, call centre staff, sales reps, athletes and shop assistants; whatever your challenges, whatever your goals, there are ideas that will help everyone. Will It Make The Boat Go Faster? is divided into 11 chapters, each of which is split into 2 halves. Firstly, Ben provides a narrative, recounting an episode from the eight's journey to Gold, and shows the team using the methods in action. Then comes the analysis, explaining why and how the crew did what they did. Simple and chatty, the book is a warts-and-all authentic account of a journey to success that will show you how you can succeed in whatever you want to do. It is aimed at readers interested in personal development and managers wanting to achieve corporate goals. It will appeal to sports enthusiasts, practitioners and coaches who will find the Olympic story compelling and learn plenty of techniques for improving their own game strategies.

Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world&;s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level.Included with this re-release of First, Break All the Rules: updated meta-analytic research and access to the CliftonStrengths assessment, which reveals people&;s top themes of talent.What separates the greatest managers from all the rest?They actually have vastly different styles and backgrounds. Yet despite their differences, great managers share one common trait: They don&;t hesitate to break virtually every rule held sacred by conventional wisdom. They don&;t believe that, with enough training, a person can achieve anything they set their mind to. They don&;t try to help people overcome their weaknesses. And, yes, they even play favorites.In this longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial firms. Whatever their circumstances, the managers who ultimately became the focus of Gallup&;s research were those who excelled at turning each individual employee&;s talent into high performance.Gallup has found that the front-line manager is the key to attracting and retaining talented employees. This book explains how the best managers select an employee for talent rather than for skills or experience, set expectations, build on each person&;s unique strengths rather than trying to fix their weaknesses, and get the best performance out of their teams.And perhaps most important, Gallup&;s research produced the 12 simple statements that distinguish the strongest departments of a company from all the rest. First, Break All the Rules is the first book to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction and the rate of turnover.First, Break All the Rules presents vital performance and career lessons for managers at every level &; and best of all, shows you how to apply them to your own situation.

Leading consultant psychiatrist Steve Peters knows more than anyone how impulsive behaviour or nagging self-doubt can impact negatively on our professional and personal lives. In this, his first book, Steve shares his phenomenally successful mind-management programme that has been used to help elite athletes and senior managers alike to conquer their fears and operate with greater control, focus and confidence.

Wall Street Journal Bestseller"The pick of 2014's management books." –Andrew Hill, Financial Times"One of the top business books of the year." –Harvey Schacter, The Globe and MailBestselling author, Robert Sutton and Stanford colleague, Huggy Rao tackle a challenge that determines every organization’s success: how to scale up farther, faster, and more effectively as an organization grows.Sutton and Rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices. Drawing on inside accounts and case studies and academic research from a wealth of industries-- including start-ups, pharmaceuticals, airlines, retail, financial services, high-tech, education, non-profits, government, and healthcare-- Sutton and Rao identify the key scaling challenges that confront every organization. They tackle the difficult trade-offs that organizations must make between whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people-- rather than ruining or watering down the very things that have fueled successful growth in the past. They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back.Scaling Up Excellence is the first major business book devoted to this universal and vexing challenge and it is destined to become the standard bearer in the field.

“Tribal Leadership gives amazingly insightful perspective on how people interact and succeed. I learned about myself and learned lessons I will carry with me and reflect on for the rest of my life.”—John W. Fanning, Founding Chairman and CEO napster Inc.“An unusually nuanced view of high-performance cultures.”—Inc.Within each corporation are anywhere from a few to hundreds of separate tribes. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright demonstrate how these tribes develop—and show you how to assess them and lead them to maximize productivity and growth. A business management book like no other, Tribal Leadership is an essential tool to help managers and business leaders take better control of their organizations by utilizing the unique characteristics of the tribes that exist within.

You know your product is awesome—but does anybody else? Forget everything you thought you knew about positioning. Successfully connecting your product with consumers isn’t a matter of following trends, comparing yourself to the competition or trying to attract the widest customer base.So what is it? April Dunford, positioning guru and tech exec, will enlighten you.Her new book, Obviously Awesome, shows you how to find your product’s “secret sauce”—and then sell that sauce to those who crave it. Having spent years as a startup executive (with 16 product launches under her belt) and a consultant (who’s worked on dozens more), Dunford speaks with authority about breaking through the noise of a crowded market.Punctuated with witty anecdotes and compelling case studies, Dunford’s book is at once entertaining and illuminating. Among the invaluable lessons you’ll learn are:- The Five Components of Effective Positioning- How to instantly connect an audience to your offering’s value- How to choose the best market for your products- How to use three distinct styles of positioning to your advantage- How to leverage market trends to help buyers understand why making a purchase is important right nowWhether you’re an entrepreneur, marketer or salesperson struggling to bring inventive products to market, Dunford’s insights will help you find your awesome, so that your customers can too.

The Chasm Group is one of the world's leading high-tech consulting practices, headed by best selling author, Geoffrey Moore, whose books, Crossing the Chasm and Inside the Tornado are required reading for anyone venturing into the high-tech industry.Now Moore's partner, Paul Wiefels, analyses and clarifies the ideas covered in these bestsellers with a step-by-step field guide organized around three major concepts:* How high-tech market develop* How to specify a winning market development strategy* How to plan go-to-market programmes at different points in the life cycle.Wiefels' back-to-basics approach presents a series of models, tools and frameworks that management teams can adapt to increase market share and create a sustainable platform for increasing shareholder value. The Chasm Companion reveals formulas drawn from real life that can be - and are being - used to stay on top in any economic climate.

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon EditorsA Wall Street Journal and Businessweek bestseller. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen’s work continues to underpin today’s most innovative leaders and organizations.The bestselling classic on disruptive innovation, by renowned author Clayton M. Christensen.His work is cited by the world’s best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller—one of the most influential business books of all time—innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership.Christensen explains why most companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices.Offering both successes and failures from leading companies as a guide, The Innovator’s Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation.Sharp, cogent, and provocative—and consistently noted as one of the most valuable business ideas of all time—The Innovator’s Dilemma is the book no manager, leader, or entrepreneur should be without.