“With the days of pulling all-nighters and eating pizza at 2 a.m. (hopefully) behind your new grad, there’s no time like the present to get into a good routine.”—Real Simple
NAMED ONE OF THE BEST BOOKS OF THE YEAR BY
The Wall Street Journal • Financial Times
In The Power of Habit, award-winning business reporter Charles Duhigg takes us to the thrilling edge of scientific discoveries that explain why habits exist and how they can be changed. Distilling vast amounts of information into engrossing narratives that take us from the boardrooms of Procter & Gamble to the sidelines of the NFL to the front lines of the civil rights movement, Duhigg presents a whole new understanding of human nature and its potential. At its core, The Power of Habit contains an exhilarating argument: The key to exercising regularly, losing weight, being more productive, and achieving success is understanding how habits work. As Duhigg shows, by harnessing this new science, we can transform our businesses, our communities, and our lives.
With a new Afterword by the author
“Sharp, provocative, and useful.”—Jim Collins
“Few [books] become essential manuals for business and living. The Power of Habit is an exception. Charles Duhigg not only explains how habits are formed but how to kick bad ones and hang on to the good.”—Financial Times
“A flat-out great read.”—David Allen, bestselling author of Getting Things Done: The Art of Stress-Free Productivity
“You’ll never look at yourself, your organization, or your world quite the same way.”—Daniel H. Pink, bestselling author of Drive and A Whole New Mind
“Entertaining . . . enjoyable . . . fascinating . . . a serious look at the science of habit formation and change.”—The New York Times Book Review
Brad Stone enjoyed unprecedented access to current and former Amazon employees and Bezos family members, and his book is the first in-depth, fly-on-the-wall account of life at Amazon. The Everything Store is the book that the business world can't stop talking about, the revealing, definitive biography of the company that placed one of the first and largest bets on the Internet and forever changed the way we shop and read.
Millions worldwide have read and embraced John Kotter’s ideas on change management and leadership.
From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession—we’ve learned that widespread and difficult change is no longer the exception. It’s the rule. Now with a new preface, this refreshed edition of the global bestseller Leading Change is more relevant than ever.
John Kotter’s now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review.
Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization. Reading this highly personal book is like spending a day with the world’s foremost expert on business leadership. You’re sure to walk away inspired—and armed with the tools you need to inspire others.
Published by Harvard Business Review Press.
Winner of the 2013 PEN/E.O. Wilson Literary Science Writing Award
Over the past two decades of neurological research, it has become increasingly clear that the way we experience the world--our perception, behavior, memory, and social judgment--is largely driven by the mind's subliminal processes and not by the conscious ones, as we have long believed. In Subliminal, Leonard Mlodinow employs his signature concise, accessible explanations of the most obscure scientific subjects to unravel the complexities of the subliminal mind. In the process he shows the many ways it influences how we misperceive our relationships with family, friends, and business associates; how we misunderstand the reasons for our investment decisions; and how we misremember important events--along the way, changing our view of ourselves and the world around us.
At the core of Smarter Faster Better are eight key productivity concepts—from motivation and goal setting to focus and decision making—that explain why some people and companies get so much done. Drawing on the latest findings in neuroscience, psychology, and behavioral economics—as well as the experiences of CEOs, educational reformers, four-star generals, FBI agents, airplane pilots, and Broadway songwriters—this painstakingly researched book explains that the most productive people, companies, and organizations don’t merely act differently.
They view the world, and their choices, in profoundly different ways.
A young woman drops out of a PhD program and starts playing poker. By training herself to envision contradictory futures, she learns to anticipate her opponents’ missteps—and becomes one of the most successful players in the world.
A group of data scientists at Google embark on a four-year study of how the best teams function, and find that how a group interacts is more important than who is in the group—a principle, it turns out, that also helps explain why Saturday Night Live became a hit.
A Marine Corps general, faced with low morale among recruits, reimagines boot camp—and discovers that instilling a “bias toward action” can turn even the most directionless teenagers into self-motivating achievers.
The filmmakers behind Disney’s Frozen are nearly out of time and on the brink of catastrophe—until they shake up their team in just the right way, spurring a creative breakthrough that leads to one of the highest-grossing movies of all time.
What do these people have in common?
They know that productivity relies on making certain choices. The way we frame our daily decisions; the big ambitions we embrace and the easy goals we ignore; the cultures we establish as leaders to drive innovation; the way we interact with data: These are the things that separate the merely busy from the genuinely productive.
In The Power of Habit, Pulitzer Prize–winning journalist Charles Duhigg explained why we do what we do. In Smarter Faster Better, he applies the same relentless curiosity, deep reporting, and rich storytelling to explain how we can improve at the things we do. It’s a groundbreaking exploration of the science of productivity, one that can help anyone learn to succeed with less stress and struggle, and to get more done without sacrificing what we care about most—to become smarter, faster, and better at everything we do.
Praise for Smarter Faster Better
“A pleasure to read . . . Duhigg’s skill as a storyteller makes his book so engaging to read.”—The New York Times Book Review
“Not only will Smarter Faster Better make you more efficient if you heed its tips, it will also save you the effort of reading many productivity books dedicated to the ideas inside.”—Bloomberg Businessweek
“Duhigg pairs relatable anecdotes with the research behind why some people and businesses are not as efficient as others.”—Chicago Tribune
“The book covers a lot of ground through meticulous reporting and deft analysis, presenting a wide range of case studies . . . with insights that apply to the rest of us.”—The Wall Street Journal
Winning CEO A.G. Lafley is now back at the helm of consumer goods giant Procter & Gamble. If you want to know the strategy he’ll use to restore P&G to its former dominance—read this book.
Playing to Win, a noted Wall Street Journal and Washington Post bestseller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success—where to play and how to win.
Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are: (1) What is our winning aspiration? (2) Where will we play? (3) How will we win? (4) What capabilities must we have in place to win? and (5) What management systems are required to support our choices? The result is a playbook for winning.
The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach—and then making the right choices to support it—makes the difference between just playing the game and actually winning.
Playing to Win outlines a proven method that has worked for some of today’s most celebrated brands and products. Let this book serve as your new guide to winning, as well.
Thinking in Systems, is a concise and crucial book offering insight for problem solving on scales ranging from the personal to the global. Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life.
Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking.
While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner.
In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.
Since it was first published almost a decade ago, Seth Godin's visionary book has helped tens of thousands of leaders turn a scattering of followers into a loyal tribe. If you need to rally fellow employees, customers, investors, believers, hobbyists, or readers around an idea, this book will demystify the process.
It's human nature to seek out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads). Now the Internet has eliminated the barriers of geography, cost, and time. Social media gives anyone who wants to make a difference the tools to do so.
With his signature wit and storytelling flair, Godin presents the three steps to building a tribe: the desire to change things, the ability to connect a tribe, and the willingness to lead.
If you think leadership is for other people, think again—leaders come in surprising packages. Consider Joel Spolsky and his international tribe of scary-smart software engineers. Or Gary Vaynerhuck, a wine expert with a devoted following of enthusiasts. Chris Sharma led a tribe of rock climbers up impossible cliff faces, while Mich Mathews, a VP at Microsoft, ran her internal tribe of marketers from her cube in Seattle.
Tribes will make you think—really think—about the opportunities to mobilize an audience that are already at your fingertips. It's not easy, but it's easier than you think.
THE OLD RULES NO LONGER APPLY . . .
When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter.
TEACHING A LEVIATHAN TO IMPROVISE
It’s no secret that in any field, small teams have many advantages—they can respond quickly, communicate freely, and make decisions without layers of bureaucracy. But organizations taking on really big challenges can’t fit in a garage. They need management practices that can scale to thousands of people.
General McChrystal led a hierarchical, highly disciplined machine of thousands of men and women. But to defeat Al Qaeda in Iraq, his Task Force would have to acquire the enemy’s speed and flexibility. Was there a way to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network? If so, could the same principles apply in civilian organizations?
A NEW APPROACH FOR A NEW WORLD
McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to extend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a “team of teams”—faster, flatter, more flexible—and beat back Al Qaeda.
BEYOND THE BATTLEFIELD
In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and other organizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving everyone to share what they learn across the entire organization. As the authors argue through compelling examples, the team of teams strategy has worked everywhere from hospital emergency rooms to NASA. It has the potential to transform organizations large and small.
From the Hardcover edition.
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.
Why is it so difficult to sell a plummeting stock or end a doomed relationship? Why do we listen to advice just because it came from someone “important”? Why are we more likely to fall in love when there’s danger involved? In Sway, renowned organizational thinker Ori Brafman and his brother, psychologist Rom Brafman, answer all these questions and more.
Drawing on cutting-edge research from the fields of social psychology, behavioral economics, and organizational behavior, Sway reveals dynamic forces that influence every aspect of our personal and business lives, including loss aversion (our tendency to go to great lengths to avoid perceived losses), the diagnosis bias (our inability to reevaluate our initial diagnosis of a person or situation), and the “chameleon effect” (our tendency to take on characteristics that have been arbitrarily assigned to us).
Sway introduces us to the Harvard Business School professor who got his students to pay $204 for a $20 bill, the head of airline safety whose disregard for his years of training led to the transformation of an entire industry, and the football coach who turned conventional strategy on its head to lead his team to victory. We also learn the curse of the NBA draft, discover why interviews are a terrible way to gauge future job performance, and go inside a session with the Supreme Court to see how the world’s most powerful justices avoid the dangers of group dynamics.
Every once in a while, a book comes along that not only challenges our views of the world but changes the way we think. In Sway, Ori and Rom Brafman not only uncover rational explanations for a wide variety of irrational behaviors but also point readers toward ways to avoid succumbing to their pull.
Picture your ideal customer: friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need.
Most marketing and sales teams go after low-hanging fruit: buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be?
The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’t: Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is.
It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers.
The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization.
Given that the status quo is so potent, how can we change ourselves and our organizations?
In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us.
This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.
Since its publication in 2001, Getting Things Done has become, as Time magazine put it, "the defining self-help business book" of the decade. Having inspired millions of readers around the world, it clearly spoke to an urgent need in an increasingly time-pressured society. Now, in the highly anticipated sequel Making It All Work, Allen unlocks the full power of his methods across the entire span of life and work. While Getting Things Done functioned as an essential tool kit, Making It All Work is an invaluable road map, providing both bearings to help you determine where you are in life and directions on how to get to where you want to go.
From the Trade Paperback edition.
Flexibility, says Simchi-Levi, is the single most important capability that allows firms to innovate in their operations and supply chain strategies. A small investment in flexibility can achieve almost all the benefits of full flexibility. And successful companies do not all pursue the same strategies. Amazon and Wal-Mart, for example, are direct competitors but each focuses on a different market channel and provides a unique customer value proposition -- Amazon, large selection and reliable fulfillment; Wal-Mart, low prices -- that directly aligns with its operations strategy. Simchi-Levi's rules--regarding such issues as channels, price, product characteristics, value-added service, procurement strategy, and information technolog -- -transform operations and supply chain management from an undertaking based on gut feeling and anecdotes to a science.
Julie Morgenstern has made a career out of helping her clients get organized. But in the process, she discovered something surprising: for many of her clients, organizing isn’t enough. For those who are eager to make a change in their lives—a new job, a new relationship, a new stage in life—they need to get rid of the old before they can organize the new. They need to SHED their stuff before they can change their lives! So Julie created the SHED process—a four-step plan to get rid of the physical, mental, and schedule clutter that holds back so many of us. But SHEDing isn’t just about throwing things away! Julie teaches that its just as important to focus on what comes before and after you heave the clutter, so that the changes you make really stick in the long term. Learn about:
• Separating the treasures (figuring out what really matters)
• Heaving the rest (undertaking the tough work of eliminating excess)
• Embracing your true identity (figuring out who you really want to be)
• Driving yourself forward (achieving real change now that the past isn’t holding you back any longer)
Whether you’re facing a move, a promotion, an empty nest, a marriage, divorce, or retirement, SHED Your Stuff, Change Your Life provides a practical, transformative plan for positively managing change in every aspect of your life.
Used by the United States Navy and United States Marine Corps to dramatically improve some of the most complex, logistically vast supply chains in the world, the VELOCITY APPROACH draws on the strengths of all three disciplines to deliver breakthrough performance gains. In physics, speed with direction is velocity; in business, the application of VELOCITY means your organization can achieve operational speed with strategic direction to outmaneuver competitors, gain loyalty with customers, and rapidly build sustainable earnings growth -- in as little as one or two business quarters.
Dee Jacob and Suzan Bergland, two princi-pals of AGI, have been teaching the concepts, techniques, and tools of VELOCITY to major corporations, including Procter & Gamble, ITT, and Northrop Grumman, for years. Now they unlock the door for you to see how to apply their insights and methods to your organization -- be it business, not-for-profit, manufacturing, or service based -- in order to shorten lead times, slash inventories, reduce production variability, and increase sales.
Writer Jeff Cox returns with the vivid, realistic style that made The Goal so readable yet so edifying. Thrust into the presidency of the subsidiary company where she has managed sales and marketing, Amy Cieolara is mandated by her corporate superiors to implement Lean Six Sigma (LSS) in order to appease a key customer. Assigned to help her is LSS Master Black Belt Wayne Reese, installed as her operations manager. But as time goes on and corporate pressure mounts, Amy finds she has to start thinking for herself -- and learning from everyone around her -- and she arrives at the series of steps that form the core of the VELOCITY APPROACH.
VELOCITY offers keen insight into the human and organizational factors that so often derail growth while teaching you proven, practical techniques for restarting and revving up the internal engines of your company to reach new levels of success. Colorful characters, believable situations, and everything from dice games to AGI's "reality tree" techniques make this business novel a vital resource for everyone seeking to deliver business improvement in these challenging economic times -- and far into the future.
Starting in 1997, Bob Chapman and Barry-Wehmiller have pioneered a dramatically different approach to leadership that creates off-the-charts morale, loyalty, creativity, and business performance. The company utterly rejects the idea that employees are simply functions, to be moved around, "managed" with carrots and sticks, or discarded at will. Instead, Barry-Wehmiller manifests the reality that every single person matters, just like in a family. That’s not a cliché on a mission statement; it’s the bedrock of the company’s success.
During tough times a family pulls together, makes sacrifices together, and endures short-term pain together. If a parent loses his or her job, a family doesn’t lay off one of the kids. That’s the approach Barry-Wehmiller took when the Great Recession caused revenue to plunge for more than a year. Instead of mass layoffs, they found creative and caring ways to cut costs, such as asking team members to take a month of unpaid leave. As a result, Barry-Wehmiller emerged from the downturn with higher employee morale than ever before.
It’s natural to be skeptical when you first hear about this approach. Every time Barry-Wehmiller acquires a company that relied on traditional management practices, the new team members are skeptical too. But they soon learn what it’s like to work at an exceptional workplace where the goal is for everyone to feel trusted and cared for—and where it’s expected that they will justify that trust by caring for each other and putting the common good first.
Chapman and coauthor Raj Sisodia show how any organization can reject the traumatic consequences of rolling layoffs, dehumanizing rules, and hypercompetitive cultures. Once you stop treating people like functions or costs, disengaged workers begin to share their gifts and talents toward a shared future. Uninspired workers stop feeling that their jobs have no meaning. Frustrated workers stop taking their bad days out on their spouses and kids. And everyone stops counting the minutes until it’s time to go home.
This book chronicles Chapman’s journey to find his true calling, going behind the scenes as his team tackles real-world challenges with caring, empathy, and inspiration. It also provides clear steps to transform your own workplace, whether you lead two people or two hundred thousand. While the Barry-Wehmiller way isn’t easy, it is simple. As the authors put it:
"Everyone wants to do better. Trust them. Leaders are everywhere. Find them. People achieve good things, big and small, every day. Celebrate them. Some people wish things were different. Listen to them. Everybody matters. Show them."
From the Hardcover edition.
The McGraw-Hill 36-Hour Six Sigma Course provides you with the knowledge you need to understand, implement, and manage a Six Sigma program. This detailed yet accessible guide explores 10 essential Six Sigma tools for manufacturing along with other core components of a Six Sigma program.
Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities: We’re overconfident. We seek out information that supports us and downplay information that doesn’t. We get distracted by short-term emotions. When it comes to making choices, it seems, our brains are flawed instruments. Unfortunately, merely being aware of these shortcomings doesn’t fix the problem, any more than knowing that we are nearsighted helps us to see. The real question is: How can we do better?
In Decisive, the Heaths, based on an exhaustive study of the decision-making literature, introduce a four-step process designed to counteract these biases. Written in an engaging and compulsively readable style, Decisive takes readers on an unforgettable journey, from a rock star’s ingenious decision-making trick to a CEO’s disastrous acquisition, to a single question that can often resolve thorny personal decisions.
Along the way, we learn the answers to critical questions like these: How can we stop the cycle of agonizing over our decisions? How can we make group decisions without destructive politics? And how can we ensure that we don’t overlook precious opportunities to change our course?
Decisive is the Heath brothers’ most powerful—and important—book yet, offering fresh strategies and practical tools enabling us to make better choices. Because the right decision, at the right moment, can make all the difference.
From the Hardcover edition.
Scores of top-tier entrepreneurs worked for established corporations before they struck out on their own and became self-made billionaires. People like Mark Cuban, John Paul DeJoria, Sara Blakely, and T. Boone Pickens all built businesses—in some cases, multiple businesses—that are among today’s most iconic brands. This fact raises two profound questions: Why couldn’t their former employers hang on to to these extraordinarily talented people? And why are most big companies unable to create as much new value as the world’s roughly 800 self-made billionaires?
John Sviokla and Mitch Cohen decided to look more closely at self-made billionaires because creating $1 billion or more in value is an incredible feat. Drawing on extensive research and interviews, the authors concluded that many of the myths perpetuated about billionaires are simply not true. These billionaires aren’t necessarily smarter, harder working, or luckier than their peers. They aren’t all prodigies, crossing the billionaire finish line in their twenties. Nor, most of the time, do they create something brand-new: More than 80 percent of the billionaires in the research sample earned their billions in highly competitive industries.
The key difference is what the authors call the “Producer” mind-set, in contrast with the far more pervasive “Performer” mind-set. Performers strive to excel in well-defined areas, and are important. But Producers are critical to any company looking to create massive value because they redefine what’s possible, rather than simply meeting preexisting goals and standards. Combining sound judgment with imaginative vision, Producers think up entirely new products, services, strategies, and business models.
Big companies tend to reward Performers and discourage the unconventional ways of Producers. But it’s the latter who integrate multiple ideas, perspectives, and actions, and who trust their insights enough to make game-changing bets.
This book breaks down the five critical habits of mind of massive value-creators, so you can learn how to identify, encourage, and retain such individuals—and maybe even become one yourself. The Self-made Billionaire Effect will forever change the way you think about talent and business value.
In honor of The Self-Made Billionaire Effect purchases, PricewaterhouseCoopers LLP is making a significant contribution to DonorsChoose.org, an online charity that connects public school teachers in need of classroom materials and experiences with individual donors who want to help. PwC's gift will support financial literacy projects around the country.
This book will help you:Become a contributor on a data science team Deploy a structured lifecycle approach to data analytics problems Apply appropriate analytic techniques and tools to analyzing big data Learn how to tell a compelling story with data to drive business action Prepare for EMC Proven Professional Data Science Certification
Corresponding data sets are available at www.wiley.com/go/9781118876138.
Get started discovering, analyzing, visualizing, and presenting data in a meaningful way today!
#3 New York Times Advice/How-To Bestseller #7 Wall Street Journal Nonfiction Bestseller
"This book is game changing in a way I have never seen in a business book. I learned about myself and gained new insights into the work I've been doing for thirty years. It is a spectacular read."
– John Riccitiello, CEO, Electronic Arts
This is not a management book. This is a book for managers.
Ever have the feeling that no matter how rewarding your job is that there's an entirely different level of success and fulfillment available to you? Lingering in the mist, just out of reach…
There is, and Stan Slap is going to help you get it.
You hold in your hands the book that entirely redraws the potential of being a manager. It will show you how to gain the one competency most critical to achieving business impact, but it won't stop there. This book will put a whole new level of meaning into your job description.
You will never really work for your company until your company really works for you.
Bury My Heart at Conference Room B is about igniting the massive power of any manager's emotional commitment to his or her company-worth more than financial, intellectual and physical commitment combined. Sometimes companies get this from their managers in the early garage days or in times of tremendous gain, but it's almost unheard of to get it on a sustained, self-reinforced basis.
Of course your company is only going to get it if you're willing to give it. Slap proves that emotional commitment comes from the ability to live your deepest personal values at work and then provides a remarkable process that allows you to use your own values to achieve tremendous success.
This is not soft stuff; it is the stuff of hard-core results.
Bury My Heart at Conference Room B is the highest-rated management development solution at a number of the world's highest-rated companies—companies that don't include "patience" on their list of corporate values. It has been exhaustively researched and bench tested with tens of thousands of real managers in more than seventy countries. You'll hear directly from managers about how this legendary method has transformed their careers and their lives.
As Big as It Gets
Stan Slap is doing nothing less than making the business case for a manager's humanity-for every manager and the companies that depend on them. Bury My Heart at Conference Room B gives managers the urgency to change their world and the energy to do it. It will stir the soul, race the heart, and throb the foot used for acceleration.
Buckle Up. We're Going Off-Road.
Slap is smart, provocative, wickedly funny and heartfelt. He fearlessly takes on some of the most cherished myths of management for the illogic they are and celebrates the experience of being a manager in all of its potential and potential weirdness. And he talks to managers like they really talk to themselves.
From the Hardcover edition.
As did the national bestseller Nickel and Dimed, Mike Rose’s revelatory book demolishes the long-held notion that people who work with their hands make up a less intelligent class. He shows us waitresses making lightning-fast calculations, carpenters handling complex spatial mathematics, and hairdressers, plumbers, and electricians with their aesthetic and diagnostic acumen. Rose, an educator who is himself the son of a waitress, explores the intellectual repertory of everyday workers and the terrible social cost of undervaluing the work they do. Deftly combining research, interviews, and personal history, this is one of those rare books that has the capacity both to shape public policy and to illuminate general readers.
Designed for use by professors and students in graduate-level programs in business, management, organizational leadership, and human resource development, Research in Organizations teaches how to apply a range of methodolgies to the study of organizations. This comprehensive guide covers the theoretical foundations of various research methods, shows how to apply those methods in organizational settings, and examines the ethical conduct of research. It provides a holistic perspective, embracing quantitative, qualitative, and mixed-methodology approaches and illuminating them through numerous illustrative examples.
Kawasaki argues that in business and personal interactions, your goal is not merely to get what you want but to bring about a voluntary, enduring, and delightful change in other people. By enlisting their own goals and desires, by being likable and trustworthy, and by framing a cause that others can embrace, you can change hearts, minds, and actions. For instance, enchantment is what enabled . . .
• A Peace Corps volunteer to finesse a potentially violent confrontation with armed guerrillas.
• A small cable channel (E!) to win the TV broadcast rights to radio superstar Howard Stern.
• A seemingly crazy new running shoe (Vibram Five Fingers) to methodically build a passionate customer base.
• A Canadian crystal maker (Nova Scotian Crystal) to turn observers into buyers.
This book explains all the tactics you need to prepare and launch an enchantment campaign; to get the most from both push and pull technologies; and to enchant your customers, your employees, and even your boss. It shows how enchantment can turn difficult decisions your way, at times when intangibles mean more than hard facts. It will help you overcome other people's entrenched habits and defy the not-always-wise "wisdom of the crowd."
Kawasaki's lessons are drawn from his tenure at one of the most enchanting organizations of all time, Apple, as well as his decades of experience as an entrepreneur and venture capitalist. There are few people in the world more qualified to teach you how to enchant people.
As Kawasaki writes, "Want to change the world? Change caterpillars into butterflies? This takes more than run-of-the-mill relationships. You need to convince people to dream the same dream that you do." That's a big goal, but one that's possible for all of us.
From the Hardcover edition.
With many detailed examples from companies that have put time-based strategies in place, such as Federal Express, Ford, Milliken, Honda, Deere, Toyota, Sun Microsystems, Wal-Mart, Citicorp, Harley-Davidson, and Mitsubishi, the authors describe exactly how reducing elapsed time can make the critical difference between success and failure. Give customers what they want when they want it, or the competition will. Time-based companies are offering greater varieties of products and services, at lower costs, and with quicker delivery times than their more pedestrian competitors. Moreover, the authors show that by refocusing their organizations on responsiveness, companies are discovering that long-held assumptions about the behavior of costs and customers are not true: Costs do not increase when lead times are reduced; they decline. Costs do not increase with greater investment in quality; they decrease. Costs do not go up when product variety is increased and response time is decreased; they go down. And contrary to a commonly held belief that customer demand would be only marginally improved by expanded product choice and better responsiveness, the authors show that the actual results have been an explosion in the demand for the product or service of a time-sensitive competitor, in most cases catapulting it into the most profitable segments of its markets.
With persuasive evidence, Stalk and Hout document that time consumption, like cost, is quantifiable and therefore manageable. Today's new-generation companies recognize time as the fourth dimension of competitiveness and, as a result, operate with flexible manufacturing and rapid-response systems, and place extraordinary emphasis on R&D and innovation. Factories are close to the customers they serve. Organizations are structured to produce fast responses rather than low costs and control. Companies concentrate on reducing if not eliminating delays and using their response advantage to attract the most profitable customers.
Stalk and Hout conclude that virtually all businesses can use time as a competitive weapon. In industry after industry, they illustrate the processes involved in becoming a time-based competitor and the ways managers can open and sustain a significant advantage over the competition.
How good are you at knowing the minds of others? How well can you guess what others think of you, know who really likes you, or tell when someone is lying? How well do you really understand the minds of those closest to you, from your spouse to your kids to your best friends? Do you really know what your coworkers, employees, competitors, or clients want?
In this illuminating exploration of one of the great mysteries of the human mind, University of Chicago psychologist Nicholas Epley introduces us to what scientists have learned about our ability to understand the most complicated puzzle on the planet—other people—and the surprising mistakes we so routinely make. Why are we sometimes blind to the minds of others, treating them like objects or animals? Why do we sometimes talk to our cars, or the stars, as if there is a mind that can hear us? Why do we so routinely believe that others think, feel, and want what we do when, in fact, they do not? And why do we believe we understand our spouses, family, and friends so much better than we actually do? Mindwise will not turn other people into open books, but it will give you the wisdom to revolutionize how you think about them—and yourself.
From the Hardcover edition.
Students taking MBA, MSc and MBM classes on operations management, advanced operations management, and strategic operations management will find this textbook fulfills all their requirements whilst advanced undergraduate classes in these areas will also find the book an essential read.
Quality, authorized ebook format includes linked notes and Contents, and embedded pagination from print editions for continuity of referencing and classroom adoptions across all platforms. Adds a new, substantive introduction by sociologist and law professor Robert E. Rosen.
Ready to implement better, faster, cheaper, more-profitable processes in your organization? Lean Six Sigma Demystified, Second Edition, shows you how to use proven techniques for simplifying, streamlining, and optimizing business practices for maximum productivity and profitability.
Written in a step-by-step format, this practical guide covers the fundamental methods and tools of Lean Six Sigma. You'll get details on reducing defects and deviation, sustaining improvements, and achieving laser-focused process innovations. Measurement systems analysis (MSA), Design for Lean Six Sigma, and statistical tools such as analysis of variance (ANOVA) are also discussed. Clear examples, helpful diagrams, and concise explanations make it easy to understand the material, and end-of-chapter quizzes and a final exam reinforce key concepts.
It's a no-brainer! You'll learn about:The seven speed bumps of Lean Value stream mapping and spaghetti diagramming Control charts, Pareto charts, and Ishikawa diagrams to laser-focus improvements Excel power tools for Lean Six Sigma Lean Six Sigma tar pits Ways to implement Lean Six Sigma to maximize results and minimize costs
Simple enough for a beginner, but challenging enough for an advanced student, Lean Six Sigma Demystified, Second Edition, is your shortcut to this powerful improvement methodology. You'll also get a 90-day free trial of Q1 Macros software for Lean Six Sigma.
As in the third edition, Bernard Bass begins with a consideration of the definitions and concepts used, and a brief review of some of the betterknown theories. Professor Bass then focuses on the personal traits, tendencies, attributes, and values of leaders and the knowledge, intellectual competence, and technical skills required for leadership. Next he looks at leaders' socioemotional talents and interpersonal competencies, and the differences in these characteristics in leaders who are imbued with ideologies, especially authoritarianism, Machiavellianism, and self-aggrandizement. A fuller examination of the values, needs, and satisfactions of leaders follows, and singled out for special attention are competitiveness and the preferences for taking risks. In his chapters on personal characteristics, Bass examines the esteem that others generally accord to leaders as a consequence of the leaders' personalities.
The many theoretical and research developments about charisma over the past thirty years are crucial and are explored here in depth. Bass has continued to develop his theory of transformational leadership -- the paradigm of the last twenty years -- and he details how it makes possible the inclusion of a much wider range of phenomena than when theory and modeling are limited to reinforcement strategies. He also details the new incarnations of transformational leadership since the last edition.
Bass has greatly expanded his consideration of women and racial minorities, both of whom are increasingly taking on leadership roles.
A glossary is included to assist specialists in a particular academic discipline who may be unfamiliar with terms used in other fields.
Business professors and students, executives in every industry, and politicians at all levels have relied for years on the time-honored guidance and insight afforded by the Handbook.
I am able to assess others in a fair and accurate way.
These self-perceptions are challenged by leading psychologists Mahzarin R. Banaji and Anthony G. Greenwald as they explore the hidden biases we all carry from a lifetime of exposure to cultural attitudes about age, gender, race, ethnicity, religion, social class, sexuality, disability status, and nationality.
“Blindspot” is the authors’ metaphor for the portion of the mind that houses hidden biases. Writing with simplicity and verve, Banaji and Greenwald question the extent to which our perceptions of social groups—without our awareness or conscious control—shape our likes and dislikes and our judgments about people’s character, abilities, and potential.
In Blindspot, the authors reveal hidden biases based on their experience with the Implicit Association Test, a method that has revolutionized the way scientists learn about the human mind and that gives us a glimpse into what lies within the metaphoric blindspot.
The title’s “good people” are those of us who strive to align our behavior with our intentions. The aim of Blindspot is to explain the science in plain enough language to help well-intentioned people achieve that alignment. By gaining awareness, we can adapt beliefs and behavior and “outsmart the machine” in our heads so we can be fairer to those around us. Venturing into this book is an invitation to understand our own minds.
Brilliant, authoritative, and utterly accessible, Blindspot is a book that will challenge and change readers for years to come.
Praise for Blindspot
“Conversational . . . easy to read, and best of all, it has the potential, at least, to change the way you think about yourself.”—Leonard Mlodinow, The New York Review of Books
“Accessible and authoritative . . . While we may not have much power to eradicate our own prejudices, we can counteract them. The first step is to turn a hidden bias into a visible one. . . . What if we’re not the magnanimous people we think we are?”—The Washington Post
“Banaji and Greenwald deserve a major award for writing such a lively and engaging book that conveys an important message: Mental processes that we are not aware of can affect what we think and what we do. Blindspot is one of the most illuminating books ever written on this topic.”—Elizabeth F. Loftus, Ph.D., distinguished professor, University of California, Irvine; past president, Association for Psychological Science; author of Eyewitness Testimony
“A wonderfully cogent, socially relevant, and engaging book that helps us think smarter and more humanely. This is psychological science at its best, by two of its shining stars.”—David G. Myers, professor, Hope College, and author of Intuition: Its Powers and Perils
“[The authors’] work has revolutionized social psychology, proving that—unconsciously—people are affected by dangerous stereotypes.”—Psychology Today
“An accessible and persuasive account of the causes of stereotyping and discrimination . . . Banaji and Greenwald will keep even nonpsychology students engaged with plenty of self-examinations and compelling elucidations of case studies and experiments.”—Publishers Weekly
“A stimulating treatment that should help readers deal with irrational biases that they would otherwise consciously reject.”—Kirkus Reviews
From the Hardcover edition.
In the late spring and early summer, as a bee colony becomes overcrowded, a third of the hive stays behind and rears a new queen, while a swarm of thousands departs with the old queen to produce a daughter colony. Seeley describes how these bees evaluate potential nest sites, advertise their discoveries to one another, engage in open deliberation, choose a final site, and navigate together--as a swirling cloud of bees--to their new home. Seeley investigates how evolution has honed the decision-making methods of honeybees over millions of years, and he considers similarities between the ways that bee swarms and primate brains process information. He concludes that what works well for bees can also work well for people: any decision-making group should consist of individuals with shared interests and mutual respect, a leader's influence should be minimized, debate should be relied upon, diverse solutions should be sought, and the majority should be counted on for a dependable resolution.
An impressive exploration of animal behavior, Honeybee Democracy shows that decision-making groups, whether honeybee or human, can be smarter than even the smartest individuals in them.
In this book, John Wagner and John Hollenbeck make the key connection between theory and practice to help students excel as managers charged with the task of securing competitive advantage. They present students with a variety of helpful learning tools, including:Coverage of the full spectrum of organizational behavior topics Managerial models that are based in many instances on hundreds of research studies and decades of management practice Introductory mini-cases and current examples throughout the the text to help students contextualize organizational behavior theory and understand its application in today's business world
The ideal book for undergraduate and graduate students of organizational behavior, Organizational Behavior: Securing Competitive Advantage is written to motivate exceptional student performance and contribute to their lasting managerial success.
Understanding Organizations: Theories and Images introduces students to the key principles of understanding, designing, and managing organizations in an accessible and practical way. The book provides a conceptual toolkit containing the essential models, theories and concepts needed for working in, managing and evaluating organizations.
Key Features:Insightful anecdotes discuss how for- and not-for profit organizations fit within our current society from a social and economic perspective. Theoretical framework and multi-perspective approach focuses on economics, institutionalism and evolution theory highlighting the relationship between organizations, employees and the broader society. Research-focused approach analyses organizational phenomena in light of recent studies.
This textbook is ideal for undergraduates and postgraduates studying general management, organizational theory, organizational design, and organizational sociology.
Visit the Companion Website at www.sagepub.co.uk/staber
Playing to Strength first looks at how the exaggerated focus on gender differences affects the workplace. It then provides a critical look at a number of current attempts to resolve gender-based conflict, promote fairness, and address gender segregation in the workplace—which efforts work and why, and which are likely a waste of time and money. The rest of the book offers detailed plans for building better gender balance at work, addressing such topics as gender-inclusive teams, mentoring programs, the role of middle managers, and employee resource groups.
Chances are the strategies that worked well for you even a few years ago no longer deliver the results you need. Dramatic changes in business have unearthed a major gap between traditional approaches to strategy and the way the real world works now.
In short, strategy is stuck. Most leaders are using frameworks that were designed for a different era of business and based on a single dominant idea—that the purpose of strategy is to achieve a sustainable competitive advantage. Once the premise on which all strategies were built, this idea is increasingly irrelevant.
Now, Columbia Business School professor and globally recognized strategy expert Rita Gunther McGrath argues that it’s time to go beyond the very concept of sustainable competitive advantage. Instead, organizations need to forge a new path to winning: capturing opportunities fast, exploiting them decisively, and moving on even before they are exhausted. She shows how to do this with a new set of practices based on the notion of transient competitive advantage.
This book serves as a new playbook for strategy, one based on updated assumptions about how the world works, and shows how some of the world’s most successful companies use this method to compete and win today.
Filled with compelling examples from “growth outlier” firms such as Fujifilm, Cognizant Technology Solutions, Infosys, Yahoo! Japan, and Atmos Energy, The End of Competitive Advantage is your guide to renewed success and profitable growth in an economy increasingly defined by transient advantage.
In The Chaos Imperative, organizational expert and bestselling author Ori Brafman (Sway, The Starfish and the Spider) shows how even the best and most efficient organizations, from Fortune 500 companies to today's US Army, benefit from allowing a little unstructured space and disruption into their planning and decision-making.
"When the economy is unpredictable and we don't know about the next quarter let alone the next year, how do we find our way? Where do we look for stability?
As Nanci Raphael teaches us, the kind of stability that will guide us comes from inside. In this wonderful guidebook, she teaches us how chaotic life can become when we devote our energies to avoiding what we are afraid of. She carefully shows us the many benefits we derive when we are able to slow down, reflect, meditate, find what success really means, and ultimately develop faith in our own creativity and resilience, and she does this through practical examples, helpful exercises, and gentle guidance. She is the guide any entrepreneur needs today... and tomorrow."---Daniel Gottlieb, PhD, Host of "Voices in the Family" WHYY FM Philadelphia, and Author of Letters to Sam: A Grandfather's Lessons on Love, Loss, and the Gifts of Life, Learning from the Heart: Lessons on Living, Loving, and Listening, and The Wisdom of Sam: Observations on Life from an Uncommon Child
"In this masterpiece, Nanci delivers some of the most important lessons you will ever need to learn in business! One of my favorite quotes is by Oliver Wendell Holmes: `We all need an education in the obvious' Nanci is delivering an advanced program of the most important obvious education you will ever need inside this book! Don't just read this book, devour every single word!"---Peggy McColl, New York Times Bestselling Author of your Destiny Switch: Master Your key Emotions, and Attract the Life of Your Dreams!
"Nanci Raphael has shifted the way small business owners can achieve true, long-lasting success. This is not another step-by-step, how-to book on getting rich. This is a book that looks at how to `have it all,'---money, meaning, and success. She shows you how to get it (the easy way), how to keep it, and how to get it back if you lose your way. If you're an entrepreneur, you owe it to yourself to read this book!"---Christine Kloser, Author of The Freedom Formula: How to Put Soul in Your Business and Money in four Bank
"It's been said that most business problems are personal problems in disguise. If you want to do big things in business (or life) the inner game is the game you must win. If you do, you'll create breakthrough results. The Entrepreneur's Guide to Mastering the Inner World of Business is your playbook. Study its strategies, principles, and techniques. Your future depends on it."---Michael Port, New York Times Bestsefing Author
"In The Entrepreneur's Guide to Mastering the Inner World of Business, Nanci Raphael describes in beautiful, gut-wrenching detail what it's like to live in the mind, heart, (and the body) of a business owner. She is qualified to offer proven action steps to take to make change happen."---Marcie Wieder, CED/Founder, Dream University
"If you ever get a sense as an entrepreneur that you're the only one feeling or acting a certain (strange!) way, then read Nanci's book immediately Her insightful and inspirational stories will help you push through the pain and reach your goals."---Verne Harnish, "Growth Guy", CEO Gazelles
the entrepreneur's guide series
Entrepreneurs dream. Many dream big. But as dreams get bigger, more obstacles loom---obstacles like fear, doubt, anger, or stress. These are emotional challenges that too often get in the way of the daily tasks of running a company and managing people. These struggles can be overcome. Here's how
Focusing on the internal blocks, obstacles, and struggles all entrepreneurs face sooner or later, The Entrepreneur's Guide to Mastering the Inner World of Business shows how these unrecognized selfimposed barriers make it difficult to work at peak levels of performance. This guide will help readers explore perceptions they have about themselves and identify hidden weaknesses, frustration, and fears rarely talked about. They will learn to manage these factors to avoid sure failure and to enhance, instead of detract, from business growth, work performance, profitability, and a more meaningful life
Each chapter of the book concentrates on a difficult, universal problem entrepreneurs may face, such as managing doubt, worry and indecision, remaining innovative even during stressful times, coping with loneliness, confronting overwhelming "busy-ness," discovering the meaning of success and managing it, climbing up from failure and despair, and knowing oneself. "Ask yourself" questions help the reader identify the particular issue within him/herself. "Practices" suggest proven solutions for issues based on those the author has taught to thousands of business leaders
The Fall of the Alphas explores the sweeping changes taking place in the corporate and social cultures of today's most successful organizations. Utilizing years of advising companies of all sizes, hypergrowth startups to Fortune 500 company management teams, Dana Ardi identifies a pivotal evolutionary moment: the decline of the traditional Alpha-model (the top-down, male-dominated, authoritarian, corner-office hierarchy that has ruled organizational landscapes for so long), as it is replaced by collaboration, connectivity, and the sharing of power. As Ardi persuasively demonstrates, in the new Beta organization, it is the team players, the sage advisors, the network experts, the trusted assistants, and the communications facilitators who are coming to the fore, as savvy managers learn to lead through influence and collaboration rather than authority and competition. From technology behemoths to small and medium-sized businesses, Beta has become the new paradigm for success in today's challenging market.
With insight and practical guidance, Dana Ardi shows how any business organization or team can re-organize from Alpha to Beta—and be more effective, flexible, and profitable
The Handbook of Organizational Economics surveys the major theories, evidence, and methods used in the field. It displays the breadth of topics in organizational economics, including the roles of individuals and groups in organizations, organizational structures and processes, the boundaries of the firm, contracts between and within firms, and more.
The defining book on the subject, The Handbook of Organizational Economics is essential reading for researchers and students looking to understand this emerging field in economics.Presents the first comprehensive treatment of organizational economics Features contributions by leaders in the field Unifies and extends existing literatures Describes theoretical and empirical methods used today
Does your organization manage complexity by making things more complicated? If so, you are not alone.
According to The Boston Consulting Group’s fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.
Clearly it’s time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees' intelligence. This book shows you how and explains the implications for designing and leading organizations.
The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives”—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group’s work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.
Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.
It’s time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.