Amoral, cunning, ruthless, and instructive, The 48 Laws of Power is the definitive manual for anyone interested in gaining, observing, or defending against ultimate control.
In the book that People magazine proclaimed “beguiling” and “fascinating,” Robert Greene and Joost Elffers have distilled three thousand years of the history of power into 48 essential laws by drawing from the philosophies of Machiavelli, Sun Tzu, and Carl Von Clausewitz and also from the lives of figures ranging from Henry Kissinger to P.T. Barnum.
Some laws teach the need for prudence (“Law 1: Never Outshine the Master”), others teach the value of confidence (“Law 28: Enter Action with Boldness”), and many recommend absolute self-preservation (“Law 15: Crush Your Enemy Totally”). Every law, though, has one thing in common: an interest in total domination. In a bold and arresting two-color package, The 48 Laws of Power is ideal whether your aim is conquest, self-defense, or simply to understand the rules of the game.
From the Trade Paperback edition.
You can take the job you have—and improve it!
You can take any situation—and make it work for you!
Dale Carnegie’s rock-solid, time-tested advice has carried countless people up the ladder of success in their business and personal lives. One of the most groundbreaking and timeless bestsellers of all time, How to Win Friends & Influence People will teach you:
-Six ways to make people like you
-Twelve ways to win people to your way of thinking
-Nine ways to change people without arousing resentment
And much more! Achieve your maximum potential—a must-read for the twenty-first century with more than 15 million copies sold!
Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing.
At a time when America is seeking ways to sustain its innovative edge, and when societies around the world are trying to build digital-age economies, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering.
Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published. He put nothing off-limits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and the innovative products that resulted.
Driven by demons, Jobs could drive those around him to fury and despair. But his personality and products were interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is instructive and cautionary, filled with lessons about innovation, character, leadership, and values.
Sent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, 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 that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields.
Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment.
A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win.
The Law of the Mirror: You Must See Value in Yourself to Add Value to Yourself The Law of Awareness: You Must Know Yourself to Grow Yourself The Law of Modeling: It's Hard to Improve When You Have No One But Yourself to Follow The Law of the Rubber Band: Growth Stops When You Lose the Tension Between Where You are and Where You Could Be The Law of Contribution: Developing Yourself Enables You to Develop Others
This third book in John Maxwell's Laws series (following the 2-million seller The 21 Irrefutable Laws of Leadership and The 17 Indisputable Laws of Teamwork) will help you become a lifelong learner whose potential keeps increasing and never gets "used up."
The leadership development curriculum proposed in these pages is based on extracting lessons from on-the-job experience. Given that the workplace is the medium through which the essentials of leadership are learned, executives and managers at all levels need to know which experiences matter, what are the foremost lessons learned, and how learning occurs. Developing Tomorrow's Leaders Today offers a complete template for effective leadership, including:The seven experiences vital for developing leadership ability The 11 lessons in leadership essential for managerial effectiveness Over 50 stories and 100 wise quotations from today's senior executives that portray how leadership acumen sharpens over time Reflective exercises, self-assessments, and guidelines for self-improvement
The underlying research was conducted in cooperation with the Tata Management Training Center in Pune, India, and captures the experiences and leadership lessons learned by over 100 senior Indian business leaders. As such, it offers readers both a compass and a map for traversing the terrain of leadership development.
In these pages, early and mid-career managers will find a roadmap for steering their careers towards the higher echelons of executive leadership. Senior executives, at the top of their game, will find a systematic and proactive approach to cultivating the leadership talent that their organizations will require in the future. Global executives operating in India will find out how leadership and management are practiced in India.
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.
If you’re at all responsible for your company’s success, you can’t just be a hard-charging entrepreneur or a motivating, encouraging leader. You have to be both!
Dave Ramsey, America’s trusted voice on money and business, reveals the keys that grew his company from a one-man show to a multimillion-dollar business—with no debt, low turnover, and a company culture that earns it the “Best Place to Work” award year after year.
This book presents Dave’s playbook for creating work that matters; building an incredible group of passionate, empowered team members; and winning the race with steady momentum that will roll over any obstacle.
Regardless of your business goals, you’ll discover that anyone can lead any venture to unbelievable growth and prosperity through Dave’s common sense, counterculture, EntreLeadership principles!
After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.
In 2009, Simon Sinek started a movement to help people become more inspired at work, and in turn inspire their colleagues and customers. Since then, millions have been touched by the power of his ideas, including more than 28 million who’ve watched his TED Talk based on START WITH WHY -- the third most popular TED video of all time.
Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?
People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.
START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.
A New York Times bestseller
During his storied career as head coach of the Chicago Bulls and Los Angeles Lakers, Phil Jackson won more championships than any coach in the history of professional sports. Even more important, he succeeded in never wavering from coaching his way, from a place of deep values. Jackson was tagged as the “Zen master” half in jest by sportswriters, but the nickname speaks to an important truth: this is a coach who inspired, not goaded; who led by awakening and challenging the better angels of his players’ nature, not their egos, fear, or greed.
This is the story of a preacher’s kid from North Dakota who grew up to be one of the most innovative leaders of our time. In his quest to reinvent himself, Jackson explored everything from humanistic psychology and Native American philosophy to Zen meditation. In the process, he developed a new approach to leadership based on freedom, authenticity, and selfless teamwork that turned the hypercompetitive world of professional sports on its head.
In Eleven Rings, Jackson candidly describes how he:
• Learned the secrets of mindfulness and team chemistry while playing for the champion New York Knicks in the 1970s
• Managed Michael Jordan, the greatest player in the world, and got him to embrace selflessness, even if it meant losing a scoring title
• Forged successful teams out of players of varying abilities by getting them to trust one another and perform in sync
• Inspired Dennis Rodman and other “uncoachable” personalities to devote themselves to something larger than themselves
• Transformed Kobe Bryant from a rebellious teenager into a mature leader of a championship team.
Eleven times, Jackson led his teams to the ultimate goal: the NBA championship—six times with the Chicago Bulls and five times with the Los Angeles Lakers. We all know the legendary stars on those teams, or think we do. What Eleven Rings shows us, however, is that when it comes to the most important lessons, we don’t know very much at all. This book is full of revelations: about fascinating personalities and their drive to win; about the wellsprings of motivation and competition at the highest levels; and about what it takes to bring out the best in ourselves and others.
From the Trade Paperback edition.
Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities?
By the time it finally disappeared, it’s likely no one even noticed.
What happened? The “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow! The 4 Disciplines of Execution can change all that forever.
The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind. By following The 4 Disciplines:
• Focusing on the Wildly Important
• Acting on Lead Measures
• Keeping a Compelling Scoreboard
• Creating a Cadence of Accountability
leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams.
4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results—regardless of the goal. 4DX represents a new way of thinking and working that is essential to thriving in today’s competitive climate. Simply put, this is one book that no business leader can afford to miss.
Dispersed teams are a necessary, strategic work unit in a world that continues to grow more interconnected every day. Guiding them to their full potential is a difficult challenge for even the most seasoned team leader.
Sun Tzu and Sun Pin's timeless strategic masterpieces are constantly analyzed and interpreted by leaders worldwide. For the first time ever, author D.E. Tarver explains the classic texts, The Art of War by Sun Tzu and The Art of Warfare by Sun Pin, in plain English.
War is the perfect training ground for teaching Sun Tzu's ancient philosophies to attaining victory over an opponent. The Art of War outlines the steps for outwitting the enemy, be it an army of 10,000 or an unresponsive client.
The Art of War teaches leaders strategies to attain victory by: Knowing when to stand up to an opponent, and when to back down. How to be confident without being overly confident. Considering the cost of the campaign before launching an attack. Avoiding an opponent's strengths and striking his weaknesses.
"The one who is first to the field of battle has time to rest, while his opponent rushes into the conflict weary and confused. The first will be fresh and alert. The second will waste most of his energy trying to catch up." Be the first to the battlefield with The Art of War.
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.
In organizations, tensions between individuals need to be defused, or focused in order to find productive solutions to problems. This is especially critical when conflict arises between people at different levels in the organization, such as when you are having a conflict with your boss. These tensions aren’t easy to handle. Conflict can generate discomfort, anger, and ineffective behavior. Feelings such as fear and resentment can rise to the surface. Organizational issues such as unclear lines of authority, power, politics, and ineffective support systems also come into play.
Although these internal and external factors create a rich and complicated landscape for conflict to flourish, a conflict with your boss doesn’t necessarily spell the end of your career with an organization. There are steps you can take to gain perspective on conflict and to manage the conflict so that it focuses your energy and your boss’s energy on the needs of the organization, moving both of you toward a more productive working relationship.
The Globe and Mail Top Leadership and Management BookForbes Top Creative Leadership Book
From the visionary head of Google's innovative People Operations comes a groundbreaking inquiry into the philosophy of work-and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed.
"We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, former head of People Operations at the company that transformed how the world interacts with knowledge.
This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:
Take away managers' power over employeesLearn from your best employees-and your worstHire only people who are smarter than you are, no matter how long it takes to find themPay unfairly (it's more fair!)Don't trust your gut: Use data to predict and shape the futureDefault to open-be transparent and welcome feedbackIf you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough.
Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands.
WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.
Proficiency in cultural adaptability helps contemporary managers to build the relationships needed to achieve results in today’s global organizations, especially when those relationships are forged across borders and cultures. It enables them to interact effectively with people different from themselves, whether these people work on the next floor or on the other side of the world.
Since it was originally published in 1994, The Oz Principle has sold nearly 600,000 copies and become the worldwide bible on accountability. Through its practical and invaluable advice, thousands of companies have learned just how vital personal and organizational accountability is for a company to achieve and maintain its best results.
At the core of the authors' message is the idea that when people take personal ownership of their organization's goals and accept responsibility for their own performance, they become more invested and work at a higher level to ensure not only their own success, but everyone's. Now more than ever, The Oz Principle is vital to anyone charged with obtaining results. It is a must have, must read, and must apply classic business book.
From the Trade Paperback edition.
In a story rich with anecdotes and the "rules of the road" of both Main Street and Wall Street, Sam Walton chronicles the inspiration, heart, and optimism that propelled him to lasso the American Dream.
No matter who you are, you can lead—and lead well.
That is the message New York Times bestselling author John C. Maxwell gives in this power-packed guidebook: Leadership 101. Here the consummate leader offers a succinct and inspiring framework for enhancing the leadership abilities you already possess. Learn how to:Follow your vision and bring others with you Produce a lasting legacy Grow the loyalty of your followers Make continual investments in the quality of your leadership Increase your ability to influence others Determine your leadership "lid" Empower others through mentoring Create a foundation of trust Use self-discipline to improve your character—and your results
One of the keys to successful leadership is applying the concepts that have made other leaders strong. Here's your opportunity to do just that.
John C. Maxwell has done exactly that in The 21 Irrefutable Laws of Leadership. He has combined insights learned from his thirty-plus years of leadership successes and mistakes with observations from the worlds of business, politics, sports, religion, and military conflict. The result is a revealing study of leadership delivered as only a communicator like Maxwell can.
The legendary 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.
For the first time, science and technology have taken charisma apart, figured it out and turned it into an applied science: In controlled laboratory experiments, researchers could raise or lower people's level of charisma as if they were turning a dial.
What you'll find here is practical magic: unique knowledge, drawn from a variety of sciences, revealing what charisma really is and how it works. You'll get both the insights and the techniques you need to apply this knowledge. The world will become your lab, and every person you meet, a chance to experiment.
The Charisma Myth is a mix of fun stories, sound science, and practical tools. Cabane takes a hard scientific approach to a heretofore mystical topic, covering what charisma actually is, how it is learned, what its side effects are, and how to handle them.
From Ed Catmull, co-founder (with Steve Jobs and John Lasseter) of Pixar Animation Studios, the Academy Award–winning studio behind Inside Out and Toy Story, comes an incisive book about creativity in business and leadership—sure to appeal to readers of Daniel Pink, Tom Peters, and Chip and Dan Heath. Fast Company raves that Creativity, Inc. “just might be the most thoughtful management book ever.”
Creativity, Inc. is a book for managers who want to lead their employees to new heights, 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 how to build a creative culture—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 founding Pixar with Steve Jobs and John Lasseter 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.
Praise for Creativity, Inc.
“Over more than thirty years, Ed Catmull has developed methods to root out and destroy the barriers to creativity, to marry creativity to the pursuit of excellence, and, most impressive, to sustain a culture of disciplined creativity during setbacks and success.”—Jim Collins, co-author of Built to Last and author of Good to Great
“Too often, we seek to keep the status quo working. This is a book about breaking it.”—Seth Godin
From the Hardcover edition.
Internationally recognized leadership expert, speaker, and author John C. Maxwell has taken this million-seller and made it even better:Every Law of Leadership has been sharpened and updated Seventeen new leadership stories are included Two new Laws of Leadership are introduced New evaluation tool will reveal your leadership strengths—and weaknesses New application exercises in every chapter will help you grow
Why would Dr. Maxwell make changes to his best-selling book?
“A book is a conversation between the author and reader,” says Maxwell. “It’s been ten years since I wrote The 21 Laws of Leadership. I’ve grown a lot since then. I’ve taught these laws in dozens of countries around the world. This new edition gives me the opportunity to share what I’ve learned.”
The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.
In Switch, the Heaths show how everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results:
● The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients.
● The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping.
● The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service.
In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change.
Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
A beautiful companion to his previous memoir, the #1 New York Times bestseller My American Journey, Powell’s It Worked for Me: In Life and Leadership is a trove of wisdom for anyone hoping to achieve their goals and turn their dreams into reality.
A message of strength and endurance from a man who has dedicated his life to public service, It Worked for Me is a book with the power to show readers everywhere how to achieve a more fulfilling life and career.
You will learn:
The True Definition of Leader. “Leadership is influence. That’s it. Nothing more; nothing less.”
The Traits of Leadership. “Leadership is not an exclusive club for those who were ‘born with it.’ The traits that are the raw materials of leadership can be acquired. Link them up with desire, and nothing can keep you from becoming a leader.”
The Difference Between Management and Leadership. “Making sure the work is done by others is the accomplishment of a manager. Inspiring others to do better work is the accomplishment of a leader.”
God has called every believer to influence others, to be salt and light. Developing the Leader Within You will equip you to improve your leadership and inspire others.
New York Times best-selling author John C. Maxwell has the answer: The difference between average people and achieving people is their perception of and response to failure.
Most people are never prepared to deal with failure. Maxwell says that if you are like him, coming out of school, you feared it, misunderstood it, and ran away from it. But Maxwell has learned to make failure his friend, and he can teach you to do the same.
"I want to help you learn how to confidently look the prospect of failure in the eye and move forward anyway," says Maxwell. "Because in life, the question is not if you will have problems, but how you are going to deal with them. Stop failing backward and start failing forward!"
The world’s most trusted guide for leaders in transition
Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.
In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.
By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You’ll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation.
Whether you’re starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.
It isn't experience.
It isn't talent.
World-renowned leadership expert John C. Maxwell says if you want to succeed, you must learn how to connect with people. And while it may seem like some folks are just born with it, the fact is anyone can learn how to make every communication an opportunity for a powerful connection. In Everyone Communicates, Few Connect, Maxwell shares the Five Principles and Five Practices to develop the crucial skill of connecting, including:Finding common groundKeeping your communication simpleCapturing people's interestInspiring peopleStaying authentic in all your relationships
The ability to connect with others is a major determining factor in reaching your full potential. It's no secret! Connecting is a skill you can learn and apply in your personal, professional, and family relationships—and you can start now!
Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg came to Google over a decade ago as proven technology executives. At the time, the company was already well-known for doing things differently, reflecting the visionary-and frequently contrarian-principles of founders Larry Page and Sergey Brin. If Eric and Jonathan were going to succeed, they realized they would have to relearn everything they thought they knew about management and business.
Today, Google is a global icon that regularly pushes the boundaries of innovation in a variety of fields. How Google Works is an entertaining, page-turning primer containing lessons that Eric and Jonathan learned as they helped build the company. The authors explain how technology has shifted the balance of power from companies to consumers, and that the only way to succeed in this ever-changing landscape is to create superior products and attract a new breed of multifaceted employees whom Eric and Jonathan dub "smart creatives."
Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims ("Consensus requires dissension," "Exile knaves but fight for divas," "Think 10X, not 10%") with numerous insider anecdotes from Google's history, many of which are shared here for the first time.
In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works explains how to do just that.
In public speaking, as in any form of communication, there are five basic elements, often expressed as "who is saying what to whom using what medium with what effects?" The purpose of public speaking can range from simply transmitting information, to motivating people to act, to simply telling a story. Good orators should be able to change the emotions of their listeners, not just inform them. Public speaking can also be considered a discourse community. Interpersonal communication and public speaking have several components that embrace such things as motivational speaking, leadership/personal development, business, customer service, large group communication, and mass communication. Public speaking can be a powerful tool to use for purposes such as motivation, influence, persuasion, informing, translation, or simply entertaining. A confident speaker is more likely to use this as excitement and create effective speech thus increasing their overall ethos.
Dale Breckenridge Carnegie (originally Carnagey until 1922 and possibly somewhat later) (November 24, 1888 – November 1, 1955) was an American writer, lecturer, and the developer of famous courses in self-improvement, salesmanship, corporate training, public speaking, and interpersonal skills. Born in poverty on a farm in Missouri, he was the author of How to Win Friends and Influence People (1936), a massive bestseller that remains popular today. He also wrote How to Stop Worrying and Start Living (1948), Lincoln the Unknown (1932), and several other books.
Perhaps one of Carnegie’s most successful marketing moves was to change the spelling of his last name from “Carnagey” to Carnegie, at a time when Andrew Carnegie (unrelated) was a widely revered and recognized name. By 1916, Dale was able to rent Carnegie Hall itself for a lecture to a packed house. Carnegie's first collection of his writings was Public Speaking: a Practical Course for Business Men (1926), later entitled Public Speaking and Influencing Men in Business (1932). His crowning achievement, however, was when Simon & Schuster published How to Win Friends and Influence People. The book was a bestseller from its debut in 1936, in its 17th printing within a few months. By the time of Carnegie's death, the book had sold five million copies in 31 languages, and there had been 450,000 graduates of his Dale Carnegie Institute. It has been stated in the book that he had critiqued over 150,000 speeches in his participation in the adult education movement of the time. During World War I he served in the U.S. Army.
One of the core ideas in his books is that it is possible to change other people's behavior by changing one's reaction to them.
Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things.
In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why?
The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care.
Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside.
Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.