Harry started in an age where players were ordinary blokes who might live on the same street as you and earn a similar wage. Now he manages in an era of player power, multi-million pound wages and teams assembled from around the globe.As he shares stories of some of the legends and journeymen he played, coached, argued and drank with, Harry picks a team for each decade from the 1950s to the present. He gets to the heart of what was right and wrong with each era and explores the changes in the game from lifestyle to tactics. He weaves his choices together with unforgettable tales from the training pitches, boot rooms and card schools.There are tales of the untutored genius of Duncan Edwards and Tom Finney, legendary tough Scots like Bobby Collins, Dave Mackay and Billy Bremner, the world-beaters of 1966, unpredictable one-off wizards from Sir Stanley Matthews to Matt Le Tissier, natural-born goalscorers from Greaves to Dalglish and the greatest foreign players to grace our game from Trautmann to Bergkamp. It is one of the best informal histories of the British game you’ll ever read.

    But is this the most effective method of motivation? No, says psychologist Edward L. Deci, who challenges traditional thinking and shows that this method actually works against performance. The best way to motivate people—at school, at work, or at home—is to support their sense of autonomy. Explaining the reasons why a task is important and then allowing as much personal freedom as possible in carrying out the task will stimulate interest and commitment, and is a much more effective approach than the standard system of reward and punishment. We are all inherently interested in the world, argues Deci, so why not nurture that interest in each other? Instead of asking, "How can I motivate people?" we should be asking, "How can I create the conditions within which people will motivate themselves?""An insightful and provocative meditation on how people can become more genuinely engaged and succesful in pursuing their goals." —Publisher's Weekly

    Webb's first game as a match official came when he was just 18 and his father's verdict was blunt: 'Useless - he doesn't know his arse from his elbow.' It wasn't the last time his performance would come under fire. But Webb progressed through the ranks, and his natural calm authority made a good impression on players and administrators alike, and soon he was being offered the top matches and the toughest fixtures. The policeman went on to take charge of some of the most important games, including the 2009 FA Cup final, the 2010 Champions League final and - the biggest of the lot - the 2010 World Cup final. Now, in this superb and frank memoir, Howard Webb reveals what it is like to be at the heart of the action in modern-day football where every decision can be unpicked by television cameras. He explains how he learned to handle some of the game's superstars. Refereeing is a hard business, but Webb shows just why he enjoyed it so much and provides fascinating insights into how he dealt with the most challenging situations. With his unique perspective, and the characteristic honesty and humour he has displayed as a pundit on BT Sport, Webb has written a book that reveals the game - and the man himself - in a new light. 'Genuinely fascinating insight into the difficulties of officiating in the modern game, and Webb's frankness and self-deprecation are to be commended' When Saturday Comes

    It was their natural ability to start with why that enabled them to inspire those around them and to achieve remarkable things.In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way—and it's the complete 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 lead, and people can be inspired. And it all starts with WHY.Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. WHY is not money or profit—those are always results. WHY does your organization exist? WHY does it do the things it does? WHY do customers really buy from one company or another? WHY are people loyal to some leaders, but not others?Starting with WHY works in big business and small business, in the nonprofit world and in politics. Those who start with WHY never manipulate, they inspire. And the people who follow them don't do so because they have to; they follow because they want to.Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.

    This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams. Kathryn Petersen, Decision Tech's CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni's utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight. Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.