'Come Up for Air' is a practical guide offering a new blueprint for teams to become more productive while avoiding the burnout associated with the old hustle culture. Author Nick Sonnenberg, through his experience in building a leading efficiency consulting business, introduces the CPR® Business Efficiency Framework. This framework is a system designed to help leaders, managers, and teams use the right tools effectively to enhance performance and reduce the stress of being overwhelmed.

The book promises to help teams gain an extra full business day per week in productivity, reduce stress, and improve company culture. Sonnenberg shares empirical strategies and practical examples, including case studies and templates, to create immediate time-saving wins and implement simple hacks to stop wasting time on unnecessary work. Readers will learn how to eliminate inefficiencies, optimize email with the R.A.D. System, and stop time loss in meetings with four proven techniques.

Two things are certain with the shift in office structure: First, we will never go back to the way things were. Second, we all must learn to live in a virtual workplace. If we are managers, that means we also need to know how to communicate with, motivate, and coach virtual teams. In the words of Dale Carnegie, how do you win friends and influence people in a virtual office?

How to Win Friends and Manage Remotely shares real-life examples, scientifically proven ideas, and distillations of tried-and-true business tenets, including why expressing empathy is the most important factor in managing and working with others—all mapped to a new virtual-first office. This book is a handbook—a step-by-step guide to common interactions in the workplace using eight classic management examples: from digitizing your onboarding journey to helping new recruits and delivering useful feedback over video conference.

Combining academic research and personal experiences across various companies, roles, and countries, author McKenna Sweazey presents a roadmap to get us through the WFH (work from home) quagmire and help us all be more aware of others' perspectives in this brave new world.

By the end of this book, you will understand what is valuable, how to measure value, and how to optimize the flow of value—from idea to your customer. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working. This requires being more customer-focused and value-adding, and less tied to antiquated processes and mindsets.

Visionary leaders are transitioning into enablers of this change, maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world.

This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.

The average human lifespan is absurdly, insultingly brief. Assuming you live to be eighty, you have just over four thousand weeks. Nobody needs telling there isn't enough time. We're obsessed with our lengthening to-do lists, our overfilled inboxes, work-life balance, and the ceaseless battle against distraction; and we're deluged with advice on becoming more productive and efficient, and "life hacks" to optimize our days. But such techniques often end up making things worse. The sense of anxious hurry grows more intense, and still the most meaningful parts of life seem to lie just beyond the horizon.

Still, we rarely make the connection between our daily struggles with time and the ultimate time management problem: the challenge of how best to use our four thousand weeks. Drawing on the insights of both ancient and contemporary philosophers, psychologists, and spiritual teachers, Oliver Burkeman delivers an entertaining, humorous, practical, and ultimately profound guide to time and time management. Rejecting the futile modern fixation on "getting everything done," Four Thousand Weeks introduces readers to tools for constructing a meaningful life by embracing finitude, showing how many of the unhelpful ways we've come to think about time aren't inescapable, unchanging truths, but choices we've made as individuals and as a society--and that we could do things differently.

Leading Without Authority offers a transformative approach to leadership where the power of co-elevation reshapes the way we conduct business and foster relationships. Bestselling author Keith Ferrazzi, with Noel Weyrich, introduces a bold methodology that challenges traditional hierarchical structures, empowering individuals at all levels to take initiative and inspire collective success.

In a rapidly evolving workplace, co-elevation surpasses the limitations of bureaucracy and formal titles. Ferrazzi's philosophy encourages mutual support and accountability, unlocking the potential for unprecedented productivity and engagement. Drawing from extensive research and experience guiding CEOs and senior leaders, this book provides a roadmap for navigating the challenges of modern industries and elevating everyone's performance.

Leadership is redefined to be inclusive, collaborative, and accessible to all, demonstrating that true authority comes not from a title, but from the ability to drive change and encourage teamwork.

Jocko Willink and Leif Babin served together in SEAL Task Unit Bruiser, the most highly decorated Special Operations unit from the war in Iraq. Through difficult months of sustained combat, Jocko, Leif, and their SEAL brothers learned that leadership—at every level—is the most important thing on the battlefield.

They started Echelon Front to teach these same leadership principles to companies across industries throughout the business world that want to build their own high-performance, winning teams. This book explains the SEAL leadership concepts crucial to accomplishing the most difficult missions in combat and how to apply them to any group, team, or organization. It provides the reader with Jocko and Leif's formula for success: the mindset and guiding principles that enable SEAL combat units to achieve extraordinary results.

It demonstrates how to apply these directly to business and life to likewise achieve victory. The book covers various topics 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 Culture Map: Breaking Through the Invisible Boundaries of Global Business is an insightful and practical guide by INSEAD professor Erin Meyer, aimed at helping you understand and navigate the complexities of cultural differences in both your work and personal life.

The book dives into the nuances of international business communication and cooperation, explaining why Americans often start with positive comments before delivering criticism, while French, Dutch, Israelis, and Germans are more direct. It explores how Latin Americans and Asians are influenced by hierarchical structures, and why Scandinavians might view the ideal boss as a peer rather than a superior.

Erin Meyer provides a field-tested model for decoding cultural differences that affect international business. Her book combines an analytical framework with practical, actionable advice to thrive in a global environment, making it an indispensable resource for professionals engaged in cross-cultural interactions.

Bill is an IT manager at Parts Unlimited. It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO. The company's new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix the mess in ninety days or else Bill's entire department will be outsourced.

With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow, streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited.

In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again.

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.

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.