Because of that, he is constantly going the extra mile handling the mail – and sometimes watching over the houses – of the people on his route, treating everyone he meets as a friend. Where others might see delivering mail as monotonous drudgery, Fred sees an opportunity to make a difference in the lives of those he serves.We’ve all encountered people like Fred in our lives. In THE FRED FACTOR, Mark Sanborn illuminates the simple steps each of us can take to transform our own lives from the ordinary – into the extraordinary. Sanborn, through stories about Fred and others like him, reveals the four basic principles that will help us bring fresh energy and creativity to our life and work: how to make a real difference everyday, how to become more successful by building strong relationships, how to create real value for others without spending a penny, and how to constantly reinvent yourself. By following these principles, and by learning from and teaching other “Freds,” you, too, can excel in your career and make your life extraodinary. As Mark Sanborn makes clear, each of us has the potential be a Fred.THE FRED FACTOR shows you how.

    Regardless of the task, pressure ruthlessly diminishes our judgment, decision-making, attention, dexterity, and performance in every professional and personal arena. In Performing Under Pressure, Drs. Hendrie Weisinger and J.P. Pawliw-Fry introduce us to the concept of pressure management, offering empirically tested short term and long term solutions to help us overcome the debilitating effects of pressure. Performing Under Pressure tackles the greatest obstacle to personal success, whether in a sales presentation, at home, on the golf course, interviewing for a job, or performing onstage at Carnegie Hall. Despite sports mythology, no one "rises to the occasion" under pressure and does better than they do in practice. The reality is pressure makes us do worse, and sometimes leads us to fail utterly. But there are things we can do to diminish its effects on our performance.   Performing Under Pressure draws on research from over 12,000 people, and features the latest research from neuroscience and from the frontline experiences of Fortune 500 employees and managers, Navy SEALS, Olympic and other elite athletes, and others. It offers 22 specific strategies each of us can use to reduce pressure in our personal and professional lives and allow us to better excel in whatever we do.   Whether you’re a corporate manager, a basketball player, or a student preparing for the SAT, Performing Under Pressure will help you to do your best when it matters most.

     The master teacher of positive change through powerful communication, Susan Scott wants her readers to succeed. To do that, she explains, one must transform everyday conversations employing effective ways to get the message across. In this guide, which includes exercises and tools to take you step by step through the Seven Principles of Fierce Conversations, Scott teaches readers how to: * Overcome barriers to meaningful communication * Expand and enrich conversations with colleagues, friends, and family * Increase clarity and improve understanding * Handle strong emotions-on both sides of the table

    Great leaders don't buy it. Great leaders lead with or without the authority and learn to unleash their influence wherever they are.With practical wisdom and humor, Clay Scroggins will help you nurture your vision and cultivate influence, even when you lack authority in your organization. And he will free you to become the great leader you want to be so you can make a difference right where you are. Even when you're not in charge.

    Fred must cleverly convince and enlist key players, such as Louis, the head penguin; Alice, the number two bird; the intractable NoNo the weather expert; and a passle of school-age penguins if he is to save the colony.Their delightfully told journey illuminates in an unforgettable way how to manage the necessary change that surrounds us all. Simple explanatory material following the fable enhances the lasting value of these lessons.Our Iceberg Is Melting is at once charming, accessible and profound; a treat for virtually any reader.

    While this advice may work for everyday life, it is, as Kim Scott has seen, a disaster when adopted by managers.Scott earned her stripes as a highly successful manager at Google and then decamped to Apple, where she developed a class on optimal management. She has earned growing fame in recent years with her vital new approach to effective management, the “radical candor” method.Radical candor is the sweet spot between managers who are obnoxiously aggressive on one side and ruinously empathetic on the other. It’s about providing guidance, which involves a mix of praise as well as criticism—delivered to produce better results and help employees achieve.Great bosses have strong relationships with their employees, and Scott has identified three simple principles for building better relationships with your employees: make it personal, get (sh)it done, and understand why it matters.Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.

    Thankfully there is a better way: The Way of the Productivity Ninja.Using techniques including Ruthlessness, Mindfulness, Zen-like Calm and Stealth & Camouflage you will get your inbox down to zero, make the most of your attention, beat procrastination and learn to work smarter, not harder.Written by one of the UK’s foremost productivity experts, How to be a Productivity Ninja is a fun, accessible and practical guide to staying cool, calm and collected, getting more done, and learning to love your work again.

    McRaven addressed the graduating class of the University of Texas at Austin on their Commencement day. Taking inspiration from the university's slogan, "What starts here changes the world," he shared the ten principles he learned during Navy Seal training that helped him overcome challenges not only in his training and long Naval career, but also throughout his life; and he explained how anyone can use these basic lessons to change themselves-and the world-for the better.Admiral McRaven's original speech went viral with over 10 million views. Building on the core tenets laid out in his speech, McRaven now recounts tales from his own life and from those of people he encountered during his military service who dealt with hardship and made tough decisions with determination, compassion, honor, and courage. Told with great humility and optimism, this timeless book provides simple wisdom, practical advice, and words of encouragement that will inspire readers to achieve more, even in life's darkest moments.

     Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you'll never catch up to the people who got a head start. But a closer look at research on the world's top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule.David Epstein examined the world's most successful athletes, artists, musicians, inventors, forecasters and scientists. He discovered that in most fields--especially those that are complex and unpredictable--generalists, not specialists, are primed to excel. Generalists often find their path late, and they juggle many interests rather than focusing on one. They're also more creative, more agile, and able to make connections their more specialized peers can't see.Provocative, rigorous, and engrossing, Range makes a compelling case for actively cultivating inefficiency. Failing a test is the best way to learn. Frequent quitters end up with the most fulfilling careers. The most impactful inventors cross domains rather than deepening their knowledge in a single area. As experts silo themselves further while computers master more of the skills once reserved for highly focused humans, people who think broadly and embrace diverse experiences and perspectives will increasingly thrive.

    Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” He debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” A good strategy is a specific and coherent response to—and approach for overcoming—the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt’snine sources of power—ranging from using leverage to effectively focusing on growth—are eye-opening yet pragmatic tools that can be put to work on Monday morning.Surprisingly, a good strategy is often unexpected because most organizations don’t have one. Instead, they have “visions,” mistake financial goals for strategy,and pursue a “dog’s dinner” of conflicting policies and actions.Rumelt argues that the heart of a good strategy is insight—into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding yourown thinking.Good Strategy/Bad Strategy uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.From the Hardcover edition.

    The One Thing explains the success habit to overcome the six lies that block our success, beat the seven thieves that steal time, and leverage the laws of purpose, priority, and productivity.

    It’s a muscle, and once you learn how to flex it, you’ll be able to meet life’s challenges and fulfill your goals, Bernard Roth, Academic Director at the Stanford d.school contends.In The Achievement Habit, Roth applies the remarkable insights that stem from design thinking—previously used to solve large scale projects—to help us realize the power for positive change we all have within us. Roth leads us through a series of discussions, stories, recommendations, and exercises designed to help us create a different experience in our lives. He shares invaluable insights we can use to gain confidence to do what we’ve always wanted and overcome obstacles that hamper us from reaching our potential, including:Don’t try—DO; Excuses are self-defeating; Believe you are a doer and achiever and you’ll become one; Build resiliency by reinforcing what you do rather than what you accomplish; Learn to ignore distractions that prevent you from achieving your goals; Become open to learning from your own experience and from those around you; And more.The brain is complex and is always working with our egos to sabotage our best intentions. But we can be mindful; we can create habits that make our lives better. Thoughtful and powerful The Achievement Habit shows you how.

    We’re told that learning is all self-discipline, that we must confine ourselves to designated study areas, turn off the music, and maintain a strict ritual if we want to ace that test, memorize that presentation, or nail that piano recital.   But what if almost everything we were told about learning is wrong? And what if there was a way to achieve more with less effort?   In How We Learn, award-winning science reporter Benedict Carey sifts through decades of education research and landmark studies to uncover the truth about how our brains absorb and retain information. What he discovers is that, from the moment we are born, we are all learning quickly, efficiently, and automatically; but in our zeal to systematize the process we have ignored valuable, naturally enjoyable learning tools like forgetting, sleeping, and daydreaming. Is a dedicated desk in a quiet room really the best way to study? Can altering your routine improve your recall? Are there times when distraction is good? Is repetition necessary? Carey’s search for answers to these questions yields a wealth of strategies that make learning more a part of our everyday lives—and less of a chore.   By road testing many of the counterintuitive techniques described in this book, Carey shows how we can flex the neural muscles that make deep learning possible. Along the way he reveals why teachers should give final exams on the first day of class, why it’s wise to interleave subjects and concepts when learning any new skill, and when it’s smarter to stay up late prepping for that presentation than to rise early for one last cram session. And if this requires some suspension of disbelief, that’s because the research defies what we’ve been told, throughout our lives, about how best to learn.   The brain is not like a muscle, at least not in any straightforward sense. It is something else altogether, sensitive to mood, to timing, to circadian rhythms, as well as to location and environment. It doesn’t take orders well, to put it mildly. If the brain is a learning machine, then it is an eccentric one. In How We Learn, Benedict Carey shows us how to exploit its quirks to our advantage.  Praise for How We Learn“This book is a revelation. I feel as if I’ve owned a brain for fifty-four years and only now discovered the operating manual.”—Mary Roach, bestselling author of Stiff and Gulp“A welcome rejoinder to the faddish notion that learning is all about the hours put in.” —The New York Times Book Review   “A valuable, entertaining tool for educators, students and parents.” —Shelf Awareness   “How We Learn is more than a new approach to learning; it is a guide to making the most out of life. Who wouldn’t be interested in that?” —Scientific American   “I know of no other source that pulls together so much of what we know about the science of memory and couples it with practical, practicable advice.”—Daniel T. Willingham, professor of psychology at the University of Virginia

    Do the WorkOur enemy is not lack of preparation; it's not the difficulty of the project, or the state of the marketplace or the emptiness of our bank account.The enemy is resistance.The enemy is our chattering brain, which, if we give it so much as a nanosecond, will start producing excuses, alibis, transparent self-justifications and a million reasons why he can't/shouldn't/won't do what we know we need to do.Start before you're ready.

    His groundbreaking research exposes ten well-disguised mental Saboteurs. Nearly 95 percent of the executives in his Stanford lectures conclude that these Saboteurs cause “significant harm” to achieving their true potential. With Positive Intelligence, you can learn the secret to defeating these internal foes. Positive Intelligence (PQ)SM measures the percentage of time your mind is serving you as opposed to sabotaging you. While your IQ and EQ (emotional intelligence) contribute to your maximum potential, it is your PQ that determines how much of that potential you actually achieve.The great news is that you can improve your PQ significantly in as little as 21 days. With higher PQ, teams and professionals ranging from leaders to salespeople perform 30 to 35 percent better on average. Importantly, they also report being far happier and less stressed. The breakthrough tools and techniques in this book have been refined over years of coaching hundreds of CEOs and their executive teams. Shirzad tells many of their remarkable stories, showing how you too can take concrete steps to unleash the vast, untapped powers of your mind.Discover how to•    Identify and conquer your top Saboteurs. Common Saboteurs include the Judge, Controller, Victim, Avoider, and Pleaser.  •    Measure the Positive Intelligence score (PQ) for yourself or your team—and see how close you come to the critical tipping point required for peak performance.•    Increase PQ dramatically in as little as 21 days.•    Develop new brain “muscles,” and access 5 untapped powers with energizing mental “power games.”•    Apply PQ tools and techniques to increase both performance and fulfillment. Applications include team building, mastering workload, working with “difficult” people, improving work/life balance, reducing stress, and selling and persuading.