As a teenager he was an outcast, fleeing enemies on a mountain in northern Mongolia, an exile, a nobody. Yet it took only twenty years for Genghis to build the largest land empire in history: four times the size of Alexander’s, twice the size of Rome’s. How did he do it? What lessons does his life reveal about the nature of leadership? What is “greatness” in leadership? What traits did Genghis possess exactly? Might they apply in other times and other places — even here and today?John Man re-examines the life of Genghis Khan to discover the qualities, characteristics and strategies that made him the great leader that he was. The answers are sometimes surprising. Far from being just the tyrant that history records, he was a leader of exceptional vision and modernity. And many of the secrets of his success are as useful in today’s competitive business world as they were in rallying the Mongol hordes.

    Just over fifteen years later, he had transformed himself into the charismatic CEO of a company worth $47 billion--at least on paper. With his long hair and feel-good mantras, the 6-foot-five Neumann, who grew up in part on a kibbutz, looked the part of a messianic Silicon Valley entrepreneur. The vision he offered was mesmerizing: a radical reimagining of work space for a new generation, with its fluid jobs and lax office culture. He called it WeWork. Though the company was merely subleasing amenity-filled office space to freelancers and small startups, Neumann marketed it like a revolutionary product--and investors swooned.As billions of funding dollars poured in, Neumann's ambitions grew limitless. WeWork wasn't just an office space provider, he boasted. It would build schools, create WeWork cities, even colonize Mars. Could he, Neumann wondered from the ice bath he'd installed in his office, become the first trillionaire or a world leader? In pursuit of its founder's grandiose vision, the company spent money faster than it could bring it in. From his private jet, sometimes clouded with marijuana smoke, the CEO scoured the globe for more capital. In late 2019, just weeks before WeWork's highly publicized IPO, a Hail Mary effort to raise cash, everything fell apart. Neumann was ousted from his company--but still was poised to walk away a billionaire.Calling to mind the recent demise of Theranos and the hubris of the dotcom era bust, WeWork's extraordinary rise and staggering implosion were fueled by disparate characters in a financial system blind to its risks, from a Japanese billionaire with designs on becoming the Warren Buffet of tech, to leaders at JPMorgan and Goldman Sachs who seemed intoxicated by a Silicon Valley culture where sensible business models lost out to youthful CEOs who promised disruption. Why did some of the biggest names in banking and venture capital buy the hype? And what does the future hold for Silicon Valley unicorns? Wall Street Journal reporters Eliot Brown and Maureen Farrell explore these questions in this definitive account of WeWork's unraveling.

    "Applebee's America" cracks the twenty-first-century code for political, business, and religious leaders struggling to keep pace with the times. A unique team of authors -- Douglas B. Sosnik, a strategist in the Clinton White House; Matthew J. Dowd, a strategist for President Bush's two campaigns; and award-winning political journalist Ron Fournier -- took their exclusive insiders' knowledge far outside Washington's beltway in search of keys to winning leadership.They discovered that successful leaders, even those from disparate fields, have more in common than not.Their book takes you inside the reelection campaigns of Bush and Clinton, behind the scenes of hyper-successful megachurches, and into the boardrooms of corporations such as Applebee's International, the world's largest casual dining restaurant chain. You'll also see America through the anxious eyes of ordinary people, buffeted by change and struggling to maintain control of their lives.Whether you're promoting a candidate, a product, or the Word of God, the rules are the same in Applebee's America.- People make choices about politics, consumer goods, and religion with their hearts, not their heads.- Successful leaders touch people at a gut level by projecting basic American values that seem lacking in modern institutions and missing from day-to-day life experiences.- The most important Gut Values today are community and authenticity. People are desperate to connect with one another and be part of a cause greater than themselves. They're tired of spin and sloganeering from political, business, and religious institutions that constantly fail them.- A person's lifestyle choices can be used to predict howhe or she will vote, shop, and practice religion. The authors reveal exclusive new details about the best "LifeTargeting" strategies.- In this age of skepticism and media diversification, people are abandoning traditional opinion leaders for "Navigators." These otherwise average Americans help their family, friends, neighbors, and coworkers negotiate the swift currents of change in twenty-first-century America.- Winning leaders ignore conventional wisdom and its many myths, including these false assumptions: Voters only act in their self-interests; Republicans rule exurbia; and technology drives people apart. "Wrong, wrong, and wrong."- Once you squander a Gut Values Connection, you may never get it back. Bush learned that hard lesson within a year of winning reelection."Applebee's America" offers numerous practical examples of how leaders -- whether from the worlds of politics, business, or religion -- earn the loyalty and support of people by understanding and sharing their values and goals.

    It was to mobile phones was Kleenex is to facial tissues. Then iPhones and Androids appeared out of nowhere and pushed Nokia off the cliff. In just four years, the company lost over 90 percent of its value. Revenues were in freefall; massive layoffs became common. Pundits predicted that bankruptcy wasn’t a matter of if, it was a matter of when. Then something equally shocking occurred. In record time, Nokia bounced back. With a vengeance. Nokia reinvented itself and is now the second-biggest player in the $100 billion-dollar global wireless market. In Transforming Nokia, the man who orchestrated and led Nokia’s comeback—Chairman of the Board Risto Siilasmaa—reveals the story of Nokia’s fall and resurrection. He reveals the inside story of the collapse and provides survival strategies and change-management methods any business leader can take to the bank. You’ll learn how to harness the power of what Siilasmaa calls “paranoid optimism” and apply his winning entrepreneurial leadership model to rise above any challenge and drive sustainable success. Whether you lead a team or a corporate division, head a start-up or a massive organization, and whether your business is on the rocks or running smoothly, Transforming Nokia provides everything you need to sharpen your foresight, expand your options, seize opportunities, and thrive, no matter what changes tomorrow brings.

    Alan Axelrod, noted historian and business management expert, reveals how Elizabeth I overcame daunting obstacles to win intense loyalty and lead England to greatness.The queen's long reign offers lessons on: developing a leadership attitude and image enhanced by personal dynamism; becoming an effective coach and mentor skilled at nurturing creativity; manipulating others--subtly and ethically--and knowing and anticipating the enemy.How did Elizabeth meet the challenges that faced her, managing not only to stay alive and keep her imperiled nation afloat, but also to win the intense loyalty of her people and lead England to greatness? Historians and biographers have offered many explanations. Elizabeth I, CEO takes a fresh view, exploring issues that are relevant to leaders--especially business leaders--of today.

    You don't have to be the main leader, asserts Maxwell, to make significant impact in your organization. Good leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers.Debunking myths and shedding light on the challenges, John Maxwell offers specific principles for Leading Down, Leading Up, and Leading Across. 360-Degree Leaders can lead effectively, regardless of their position in an organization. By applying Maxwell's principles, you will expand your influence and ultimately be a more valuable team member.

    Many times the solution does not solve the problem, because the manager did not uncover the root causes of the problem. In Zap The Gaps, Bill Ambers, the Director of Customer Service in a high tech firm, encounters a business problem: his newly inherited call center is not making its numbers. With the help of a colleague, he works through the problem and discovers the GAPS approach to performance improvement:

    shares his extraordinary life as heir to the company founded by his father, Cal Turner, Sr., and his grandfather, a dirt farmer turned Depression-era entrepreneur. Cal's narrative is at its heart a father-son story, from his childhood in Scottsville, Kentucky, where business and family were one, to the triumph of reaching the Fortune 300 -- at the cost of risking that very father/son relationship. Cal shares how the small-town values with which he was raised helped him guide Dollar General from family enterprise to national powerhouse. Chronicling three generations of a successful family with very different leadership styles, Cal Jr. shares a wealth of wisdom from a lifetime on the entrepreneurial front lines. He shows how his grandfather turned a third-grade education into an asset for success. He reveals how his driven father hatched the game-changing dollar price point strategy and why it worked. And he explains how he found his own leadership style when he took his place at the helm -- values-based, people-oriented, and pragmatic. Cal's story provides a riveting look at the family love and drama behind Dollar General's spectacular rise, pays homage to the working-class people whose no-frills needs helped determine its rock-bottom prices, and shares the life and lessons of one of America's most compelling business leaders.

    

    These small-format books take Tom Peters' key ideas from "Re-imagine! and revise and update them with Peters' latest ideas.

    Students gain a broad, practical understanding of how HRM policies affect the workplace--from productivity, quality, and customer service to employee morale. French addresses timely issues changing the current role of HRM, including international topics, technology and the Internet, social responsibility, and performance appraisal. Several pedagogical features reinforce the author's conceptual approach to human resources management. Chapter-ending Experiential Exercises promote group discussion and role playing through real-world challenges such as discrimination laws, safe/healthy work environments, and negotiation skills. Comprehensive Cases--taken from respected publications such as The New York Times and The Wall Street Journal--explore contemporary issues in HRM like the new face of organized labor and the implications of an aging workforce.

    The story begins with Henry I, the mechanical wizard, tinkerer, and mad genius who drove the automobile into the heart of American life and conquered the world with it. But in the end he became an embittered crank who so possessively loved the company he built that when his son, Edsel, tried to change it to suit the times, Henry destroyed him. It was left to Edsel's son, Henry II, to avenge him and save the Ford Motor Company. From the details of Henry I's illicit affair, which produced an illegitimate son, to the life and loves of "Hank the Deuce" and his celebrated feud with Lee Iacocca, this is an engrossing account of a vital chapter in American history. The authors have added a new preface to this now classic work, showing how Henry II's line lost out to the line of his brother William Clay Ford in the quest to control the company in the twentieth century.

    After being arrested in the US in possession of 6,500 ecstasy tablets he served time in prison on both sides of the Atlantic.On his release he started a business with the help of the Prince's Trust. A business that he grew and sold four thousand days after his release from prison, making him a millionaire many times overRead his entertaining and inspiring story and realise that, no matter what your background, you too can chart your own course from adversity to success.

    But once we're inside, these organizations rarely feel inspirational. Instead, we're often baffled by what we encounter: clueless managers, a lack of clear objectives, a seeming disregard for data, and the vast gulf between HR proclamations and our experience in the cubicle.So where did it all go wrong?In THE ORG, Ray Fisman and Tim Sullivan explain the tradeoffs that every organization faces, arguing that this everyday dysfunction is actually inherent to the very nature of orgs. THE ORG diagnoses the root causes of that malfunction, beginning with the economic logic of why organizations exist in the first place, then working its way up through the org's structure from the lowly cubicle to the CEO's office.Woven throughout with fascinating case studies-including McDonald's, al Qaeda, the Baltimore City Police Department, Procter and Gamble, the island nation of Samoa, and Google--THE ORG reveals why the give-and-take nature of organizations, while infuriating, nonetheless provides the best way to get the job done.You'll learn:The purpose of meetings and why they will never go awayWhy even members of al Qaeda are required to submit Travel & Expense reportsWhat managers are good forHow the army and other orgs balance marching in lockstep with fostering innovationWhy it's the hospital administration-not the heart surgeon-who is more likely to save your lifeThat CEOs often spend over 80% of their time in meetings-and why that's exactly where they should be (and why they get paid so much)Looking at life behind the red tape, THE ORG shows why the path from workshop to corporate behemoth is pockmarked with tradeoffs and competing incentives, but above all, demonstrates why organizations are central to human achievement.

    Advertising and entrepreneurial rockstar Sally Hogshead reveals 100 Radical Truths for closing the gap between your current reality and your utmost potential, including: # 15: Aspire to be the dumbest person in the room # 31: You can be comfortable, or outstanding, but not both # 67: Mistakes are tuition # 96: Expressing your truest self is the ultimate competitive advantage # 100: Make your memoirs worth reading With groundbreaking research and startling new ideas for success, Radical Careering will become the indispensable owner’s manual to your future. Get ready to turbocharge your career with smarter goals, higher market value, and killer results. "Radical Careering is a jolt to the old way of thinking about careers; a handbook of new thinking that will help you survive, strive and thrive in the radically new world of work." --Jeff Taylor, founder and Chief Monster, Monster.com “An innovative how-to-manual for anyone wanting to be more successful and satisfied in their career.” --Andy Spade, CEO and co-founder, Kate Spade “Take inventory of your strengths, identify your passions, then do everything in your power to carve your career toward them. Only then will you, and everyone else, see the best of you. Want to know how? Read this book.” -- Marcus Buckingham, author of The One Thing You Need to Know, and Now, Discover Your Strengths “Hogshead’s powerful strategies will teach you how to drive your own success, by having the fearlessness, daily courage, and curiosity to jump in the deep end and swim with real purpose.” --Lee Ann Daly, Executive VP of Marketing, ESPN “This book is so genius. It’s amazing to read on the page what I’ve always believed to be true. The ideas in this book will save your ass again and again. Drive is a radical careerist’s best friend.” --Liz Phair