Give and Take: Why Helping Others Drives Our Success by Adam M. Grant is a groundbreaking work that challenges conventional wisdom about success. Grant, a professor at Wharton Business School, introduces the concept of reciprocity styles—takers, matchers, and givers—and reveals how these styles impact our success.

In the workplace, givers, who contribute to others without expecting anything in return, can sometimes be exploited or burn out. However, Grant's research demonstrates that givers are often the most successful people in their fields. The book shows how a revolutionary approach to work, networking, and collaboration can lead to greater personal success and transform organizations and communities.

Through engaging stories and cutting-edge evidence, Grant illustrates the power of giving and how smart givers avoid becoming doormats. He also explores how successful networking, collaboration, influence, negotiation, and leadership skills are intertwined. Give and Take not only presents a new model for success but also provides insights into how to build more productive and rewarding relationships.

The world's foremost expert on business leadership distills twenty-five years of experience and wisdom based on lessons he has learned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future.

The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used in the attempt to transform their companies into stronger competitors -- such as total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds -- routinely fall short. According to Kotter, this is because they fail to alter behavior. Emphasizing the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate.

The book identifies an eight-step process that every company must go through to achieve its goal, and shows where and how people -- good people -- often derail. Reading this highly personal book is like spending a day with John Kotter. It reveals what he has seen, heard, experienced, and concluded in many years of working with companies to create lasting transformation.

Acclaimed historian Doris Kearns Goodwin illuminates Lincoln's political genius in this highly original work, as the one-term congressman and prairie lawyer rises from obscurity to prevail over three gifted rivals of national reputation to become president.

On May 18, 1860, William H. Seward, Salmon P. Chase, Edward Bates, and Abraham Lincoln waited in their hometowns for the results from the Republican National Convention in Chicago. When Lincoln emerged as the victor, his rivals were dismayed and angry.

Throughout the turbulent 1850s, each had energetically sought the presidency as the conflict over slavery was leading inexorably to secession and civil war. That Lincoln succeeded, Goodwin demonstrates, was the result of a character that had been forged by experiences that raised him above his more privileged and accomplished rivals. He won because he possessed an extraordinary ability to put himself in the place of other men, to experience what they were feeling, to understand their motives and desires.

It was this capacity that enabled Lincoln as president to bring his disgruntled opponents together, create the most unusual cabinet in history, and marshal their talents to the task of preserving the Union and winning the war.

We view the long, horrifying struggle from the vantage of the White House as Lincoln copes with incompetent generals, hostile congressmen, and his raucous cabinet. He overcomes these obstacles by winning the respect of his former competitors, and in the case of Seward, finds a loyal and crucial friend to see him through.

This brilliant multiple biography is centered on Lincoln's mastery of men and how it shaped the most significant presidency in the nation's history.

We live in an era of unprecedented innovation opportunities. Despite building more products than ever, the majority fail—not due to our inability to realize our visions, but because we squander time, resources, and effort crafting the wrong products. What's necessary is a methodical process to quickly evaluate product concepts and improve our chances of success. This is the core of Running Lean.

In this motivating read, Ash Maurya presents a detailed strategy for reaching 'product/market fit' with your nascent venture, drawing on his extensive experience developing a diverse range of products, from high-tech to no-tech. He incorporates insights and methodologies from several groundbreaking approaches, such as the Lean Startup, Customer Development, and bootstrapping.

Running Lean is the quintessential tool for business managers, CEOs, small business owners, developers, programmers, and anyone aspiring to launch a business project.

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

End Pain. Foster Personal and Professional Growth. Live Better. While endings are a natural part of business and life, we often experience them with a sense of hesitation, sadness, resignation, or regret. But consultant, psychologist, and bestselling author Dr. Henry Cloud sees endings differently. He argues that our personal and professional lives can only improve to the degree that we can see endings as a necessary and strategic step to something better.

If we cannot see endings in a positive light and execute them well, he asserts, the "better" will never come either in business growth or our personal lives. In this insightful and deeply empathetic book, Dr. Cloud demonstrates that, when executed well, "necessary endings" allow us to proactively correct the bad and the broken in our lives in order to make room for the professional and personal growth we seek.

However, when endings are avoided or handled poorly—as is too often the case—good opportunities may be lost, and misery repeated. Drawing on years of experience as an executive coach and a psychologist, Dr. Cloud offers a mixture of advice and case studies to help readers know when to have realistic hope and when to execute a necessary ending in a business, or with an individual; identify which employees, projects, activities, and relationships are worth nurturing and which are not; overcome people's resistance to change and create change that works; create urgency and an action plan for what's important; stop wasting resources needed for the things that really matter.

Knowing when and how to let go when something, or someone, isn't working—a personal relationship, a job, or a business venture—is essential for happiness and success. Necessary Endings gives readers the tools they need to say good-bye and move on.

Change the Culture, Change the Game joins the classic book, The Oz Principle, and the recent bestseller, How Did That Happen?, to complete the most comprehensive series ever written on workplace accountability. This fully revised installment, authored by two-time New York Times bestselling authors Roger Connors and Tom Smith, demonstrates how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset—their people.

Based on an earlier book, Journey to the Emerald City, this updated installment captures what the authors have learned while working with hundreds of thousands of people on using organizational culture as a strategic advantage.

Drive: The Surprising Truth about What Motivates Us offers a paradigm-shattering view of what truly propels us in our personal and professional lives. Renowned author Daniel H. Pink challenges long-held beliefs about motivation with a bold new perspective.

Most people believe that motivation is driven by external rewards such as money—the classic carrot-and-stick approach. However, Pink illustrates that this method is outdated and ineffective in the modern world. Instead, he introduces the concept that true motivation comes from within, focusing on the deeply human needs to direct our own lives, pursue mastery in our endeavors, and seek a greater purpose.

Drawing upon four decades of scientific research in human motivation, Pink not only reveals the mismatch between prevailing business practices and scientific insights but also provides a path forward with innovative strategies for creating environments that foster intrinsic motivation.

With a compelling narrative, Drive articulates the three fundamental elements of genuine motivation—autonomy, mastery, and purpose. This insightful book serves as a guide to rethinking conventional approaches to motivation and transforming the way we live and work.

If you're a general manager or CFO, do you feel you're spending too much on IT or wishing you could get better returns from your IT investments? If so, it's time to examine what's behind this IT-as-cost mind-set.

In The Real Business of IT, Richard Hunter and George Westerman reveal that the cost mind-set stems from IT leaders' inability to communicate about the business value they create-so CIOs get stuck discussing budgets rather than their contributions to the organization.

The authors explain how IT leaders can combat this mind-set by first using information technology to generate three forms of value important to leaders throughout the organization:

• Value for money when your IT department operates efficiently and effectively
• An investment in business performance evidenced when IT helps divisions, units, and departments boost profitability
• Personal value of CIOs as leaders whose contributions to their enterprise go well beyond their area of specialization

The authors show how to communicate about these forms of value with non-IT leaders-so they understand how your firm is benefiting and see IT as the strategic powerhouse it truly is.

Renowned business gurus Al and Laura Ries give a blow-by-blow account of the battle between management and marketing—and argue that the solution lies not in what we think but in how we think. There's a reason why the marketing programs of the auto industry, the airline industry, and many other industries are not only ineffective, but bogged down by chaos and confusion.

Management minds are not on the same wavelength as marketing minds. What makes a good chief executive? A person who is highly verbal, logical, and analytical. Typical characteristics of a left brainer. What makes a good marketing executive? A person who is highly visual, intuitive, and holistic. Typical characteristics of a right brainer.

These different mind-sets often result in conflicting approaches to branding, and the Ries' thought-provoking observations—culled from years on the front lines—support this conclusion:

• Management deals in reality. Marketing deals in perception.
• Management demands better products. Marketing demands different products.
• Management deals in verbal abstractions. Marketing deals in visual hammers.

Using some of the world's most famous brands and products to illustrate their argument, the authors convincingly show why some brands succeed (Nokia, Nintendo, and Red Bull) while others decline (Saturn, Sony, and Motorola). In doing so, they sound a clarion call: to survive in today's media-saturated society, managers must understand how to think like marketers—and vice versa.

Featuring the engaging, no-holds-barred writing that readers have come to expect from Al and Laura Ries, War in the Boardroom offers a fresh look at a perennial problem and provides a game plan for companies that want to break through the deadlock and start reaping the rewards.

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.

What do the superstars of modern business have in common? An ability to flip—to think counterintuitively and then act boldly, with no regard for "business as usual" conventions. Peter Sheahan, one of the youngest and fastest-rising stars on the international consulting and speaking circuit, reveals how the world's most effective organizations and individuals distinguish themselves from the competition instead of running with the pack.

Sheahan explores six major flips: Action Creates Clarity—to move forward you must act in spite of ambiguity. Fast, Good, Cheap: Pick Three, Then Add Something Extra—the new standard in every industry. To develop competitive advantage, you must Absolutely, Positively Sweat the Small Stuff. Satisfy customers' needs for engagement and contact—it's not "just business"—Business Is Personal. To win mass-market success, be courageous, Find It on the Fringe, and separate yourself from the competitive herd. To Get Control, Give It Up—empower others to create, dream, and believe for you.

Stick to what you learned in business school at your peril. Today's small-world economy calls for a new way of doing business. It calls for Flip.

Este revolucionario libro que nos sitúa en la trastienda de Toyota ofrece una nueva perspectiva de las prácticas de dirección y gestión que tienen lugar en la legendaria compañía automovilística. Toyota Kata nos presenta una guía práctica para liderar y desarrollar profesionalmente a las personas, aprovechando al máximo su inteligencia y capacidades.

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.

Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change. Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises.

In this exciting new book, Kotter explains:

• How to go beyond "the business case" for change to overcome the fear and anger that can suppress urgency
• Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change
• How to keep fanning the flames of urgency even after your transformation effort has scored some early successes

Written in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.

The Audacity of Hope is Barack Obama's call for a new kind of politics—a politics that builds upon those shared understandings that pull us together as Americans. Lucid in his vision of America's place in the world, refreshingly candid about his family life and his time in the Senate, Obama here sets out his political convictions and inspires us to trust in the dogged optimism that has long defined us and that is our best hope going forward.

In July 2004, four years before his presidency, Barack Obama electrified the Democratic National Convention with an address that spoke to Americans across the political spectrum. One phrase in particular anchored itself in listeners’ minds, a reminder that for all the discord and struggle to be found in our history as a nation, we have always been guided by a dogged optimism in the future, or what Obama called “the audacity of hope.”

This book is a call for a different brand of politics—a politics for those weary of bitter partisanship and alienated by the “endless clash of armies” we see in congress and on the campaign trail; a politics rooted in the faith, inclusiveness, and nobility of spirit at the heart of “our improbable experiment in democracy.” He explores those forces—from the fear of losing to the perpetual need to raise money to the power of the media—that can stifle even the best-intentioned politician. He also writes, with surprising intimacy and self-deprecating humor, about settling in as a senator, seeking to balance the demands of public service and family life, and his own deepening religious commitment.

At the heart of this book is Barack Obama’s vision of how we can move beyond our divisions to tackle concrete problems. He examines the growing economic insecurity of American families, the racial and religious tensions within the body politic, and the transnational threats—from terrorism to pandemic—that gather beyond our shores. And he grapples with the role that faith plays in a democracy—where it is vital and where it must never intrude. Underlying his stories is a vigorous search for connection: the foundation for a radically hopeful political consensus. Only by returning to the principles that gave birth to our Constitution, Obama says, can Americans repair a political process that is broken, and restore to working order a government that has fallen dangerously out of touch with millions of ordinary Americans. Those Americans are out there, he writes—“waiting for Republicans and Democrats to catch up with them.”

After decades of research, world-renowned Stanford University psychologist Carol S. Dweck, Ph.D., discovered a simple but groundbreaking idea: the power of mindset. In this brilliant book, she shows how success in school, work, sports, the arts, and almost every area of human endeavor can be dramatically influenced by how we think about our talents and abilities.

People with a fixed mindset—those who believe that abilities are fixed—are less likely to flourish than those with a growth mindset—those who believe that abilities can be developed. Mindset reveals how great parents, teachers, managers, and athletes can put this idea to use to foster outstanding accomplishment.

In this edition, Dweck offers new insights into her now famous and broadly embraced concept. She introduces a phenomenon she calls false growth mindset and guides people toward adopting a deeper, truer growth mindset. She also expands the mindset concept beyond the individual, applying it to the cultures of groups and organizations. With the right mindset, you can motivate those you lead, teach, and love—to transform their lives and your own.

Why do some changes fail while others succeed? This is the central question that Jeffrey M. Hiatt addresses in ADKAR: A Model for Change in Business, Government, and Our Community. Hiatt explains the origin of the ADKAR model and explores what drives each building block of ADKAR: Awareness, Desire, Knowledge, Ability, and Reinforcement.

Learn how to build awareness, create desire, develop knowledge, foster ability, and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change and provides a powerful foundation to help you succeed at change.

The ADKAR perspective can help you develop a "new lens" through which to observe and influence change, whether you are working for change in your public school system, a small city council, your department at work, or leading an enterprise-wide change initiative. View change in a new way, see the barrier points, understand the levers that can move your changes forward, and use ADKAR to help ensure your changes are a success.

Based on research with more than 2600 companies from 59 countries, ADKAR is a simple and holistic way to manage change.

En este libro, el periodista estadounidense Malcolm Gladwell nos explica cómo pensamos sin pensar, de dónde proceden las decisiones que parece que tomamos en dos segundos, pero que no son tan simples como aparentan. ¿Por qué algunas personas son brillantes tomando decisiones y otras son torpes una y otra vez? ¿Por qué algunos siguen su instinto y triunfan, mientras que otros acaban siempre dando un paso en falso? ¿Cuál es el funcionamiento real del cerebro en el trabajo, en clase, en la cocina o en la cama? ¿Y por qué las mejores decisiones suelen ser las más difíciles de explicar?

Este libro revela que quienes son buenos tomando decisiones no son aquellos que procesan más información o que dedican más tiempo a deliberar, sino aquellos que han perfeccionado el arte de hilar fino, de extraer los pocos factores que realmente importan a partir de una cantidad desmesurada de variables.

Internationally renowned leadership authority and bestselling author Stephen R. Covey presents a personal hands-on companion to the landmark The 7 Habits of Highly Effective People, which has become a touchstone for individuals, families, and businesses around the world. The overwhelming success of Stephen R. Covey's principle-centered philosophy is a testament to the millions who have benefited from his lessons, and now, with The 7 Habits of Highly Effective People Personal Workbook, they can further explore and understand this tried-and-true approach.

With the same clarity and assurance Covey's fans have come to appreciate, this individualized workbook teaches readers to fully internalize the 7 Habits through private and thought-provoking exercises, whether they are already familiar with the principles or not.

Change Management: The People Side of Change is an introduction to change management for managers and executives. Project leaders and consultants can use this book with their organizations and clients to introduce change management to front-line managers and top-level executives involved in change. Specifically, managers and executives will understand the broader perspective around change management and understand their role in the process.

Written by Jeff Hiatt and Tim Creasey, the editors of the Change Management Learning Center, this book takes 7 years of research with more than 1000 companies, white papers, and change management models, and combines this knowledge into an easy-to-read guide for managing change. Multiple case studies and examples make this book a quick-read for managers and executives that need a basic understanding of change management.

Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world.

Alex Rogo is a harried plant manager working ever more desperately to try and improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant—or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from student days—Jonah—to help him break out of conventional ways of thinking to see what needs to be done.

The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt.

How to Win Friends and Influence People is more than just a self-improvement book; it's a guide to creating meaningful and fruitful relationships. Dale Carnegie's timeless advice has carried countless individuals up the ladder of success in both business and personal realms.

Since its release in 1936, this book has sold more than 30 million copies and remains as relevant as ever. Carnegie's principles endure through changing times, helping readers achieve their maximum potential in today's complex and competitive world.

Learn the six ways to make people like you, the twelve ways to win people to your way of thinking, and the nine ways to change people without arousing resentment. This book is a treasure trove of wisdom for anyone looking to improve their social skills, enhance their leadership abilities, or simply get better at navigating the intricacies of human relationships.