Not as a freelancer who only gets paid on a per piece basis, and not as an entrepreneurial start-up that wants to scale as soon as possible, but as a small business that is deliberately committed to staying that way. By staying small, one can have freedom to pursue more meaningful pleasures in life, and avoid the headaches that result from dealing with employees, long meetings, or worrying about expansion. Company of One introduces this unique business strategy and explains how to make it work for you, including how to generate cash flow on an ongoing basis. Paul Jarvis left the corporate world when he realized that working in a high-pressure, high profile world was not his idea of success. Instead, he now works for himself out of his home on a small, lush island off of Vancouver, and lives a much more rewarding and productive life. He no longer has to contend with an environment that constantly demands more productivity, more output, and more growth.   In Company of One, Jarvis explains how you can find the right pathway to do the same, including planning how to set up your shop, determining your desired revenues, dealing with unexpected crises, keeping your key clients happy, and of course, doing all of this on your own.

    A Simon & Schuster eBook

    Now he offers his most important book yet, a guide to making big career changes—by choice or necessity—and escaping the horrible feeling of being trapped in the wrong job.Acuff finds it amazing that people spend more than eighteen years studying and preparing for college, but little or no time honing their careers between graduation and retirement. He offers an empowering tool he calls the Career Savings Account, which will change the way readers think about their skills, relationships, character, and work ethic. He also shows that if you’re on the wrong track, you already have what you need to change it—even if your family and mortgage mean you can’t simply pick up and move for a new opportunity.Throughout the book, Acuff features inspiring and funny true stories—not merely his own, but those of friends who restarted their careers after a layoff, an extended maternity leave, or simply the realization that they were suffering fifty weeks a year just to pay the bills and enjoy two weeks of vacation. Everyone can benefit from Do Over, from new graduates to fiftysomethings and beyond.

    So what separates the startups that get disrupted and disappear from the ones who grow to become global giants?The secret is blitzscaling: a set of techniques for scaling up at a dizzying pace that blows competitors out of the water. The objective of Blitzscaling is not to go from zero to one, but from one to one billion -as quickly as possible.When growing at a breakneck pace, getting to next level requires very different strategies from those that got you to where you are today. In a book inspired by their popular class at Stanford Business School, Hoffman and Yeh reveal how to navigate the necessary shifts and weather the unique challenges that arise at each stage of a company's life cycle, such as: how to design business models for igniting and sustaining relentless growth; strategies for hiring and managing; how the role of the founder and company culture must evolve as the business matures, and more.Whether your business has ten employees or ten thousand, Blitzscaling is the essential playbook for winning in a world where speed is the only competitive advantage that matters.

    One of a manager's toughest--and most important--responsibilities is to evaluate an employee's performance, providing honest feedback and clarifying what they've done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process--no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don't bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: -How do I set goals effectively? How many goals should someone set?-How do I evaluate a person's behaviors? Which counts more, behaviors or results? -How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee?-How do I tell someone she's not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It's the one book you need to excel at this daunting yet critical task.

    The lessons he learned and the methods he uses should be required reading for anyone whose business relies on the art of negotiation. Ron never forgets that treating people with respect and fairness is the key to success. Ron and Mark have been helping our company for many years-I guess we won't need them anymore-they put it all in their book." --Charles M. Cawley, Chief Executive Officer, MBNA America Bank, N.A."In the field of negotiation Ron Shapiro has always been regarded as the quintessence of class and integrity. Predictably, he and Mark Jankowski have written a compelling book filled with anecdotes and insights. "The Power of Nice" is a fascinating and useful book that is a must read for anyone who wants to build long-term mutually profitable relationships." --Herb Cohen, Author, "You Can Negotiate Anything""This book taught me everything I ever wanted to know about negotiation-and I use it everyday." --Kirby Puckett, Former All-Star Center Fielder and Executive Vice President, Minnesota Twins"Negotiation is not war. Negotiation is not a science. Negotiation is the commerce of information for ultimate gain." --from "The Power of Nice"Though not a science, negotiating is an art, and in this eye-opening new book, a true master shares his secrets and strategies for success. Ron Shapiro is a corporate lawyer, teacher, and, in what is almost a contradiction in terms, one of today's most respected sports agents. He has worked with baseball's biggest names: Cal Ripken, Jr., Kirby Puckett, Brooks Robinson, Dennis Martinez, Jim Palmer, Eddie Murray, and many others. Rising to-and remaining at-the top of a competitive pool filled with smooth-talking, "sleazeball" sharks, he has succeeded by being, of all things, a nice guy. Now, along with his business partner, lawyer, lecturer, and negotiations expert, Mark Jankowski, Shapiro reveals how anyone who sits down to make a deal can get what they want by exercising the surprising "power of nice." Together, Shapiro and Jankowski have shared their negotiation insights with Fortune 500 companies, entrepreneurs, universities, and government agencies.Though the name of the game in negotiating is to obtain desired results, how you get them is just as important. While many dealmakers play hardball by assuming a winner-take-all, scorched-earth attitude, they do so at the risk of alienating the party opposite them at the negotiating table, thereby losing out on future opportunities. This approach is, as Shapiro and Jankowski tell us, a major strike against effective negotiating, and can-and should-be avoided. By using a kinder, gentler approach that focuses on forming-and keeping-strong business connections, ultimate gain can still be yours: "You can be 'a nice guy' and still get what you're after. In fact, you often get better results, achieve more of your goals, and build longer-term relationships with even greater returns."Drawing on their vast experience in win-win negotiating, as well as such essentials as managing tough situations, handling difficult negotiators, and unlocking deadlocks, the authors take you, step-by-step, through a systematic approach that, when repeated and mastered, will maximize results. Based on "the three Ps," it consists of: preparing better than the other side; probing so you know what they want and why; and proposing, ideally without going first and revealing too much, but still achieving what you want.Supported by invaluable "portable" negotiation summaries-so you can take the "power of nice" with you-this is must reading for anyone who has to make a deal, whether it's negotiating with a customer, setting a curfew with a teenager, or getting the last seat on an over-sold airplane.

    As an executive, board member, advisor, and investor, John has not only coached a generation of companies on selling, but he has also influenced a generation of executives and leaders in technology, Mike Speiser-Managing Director-Sutter Hill VenturesThe learnings in The Qualified Sales Leader will help you and your sales team sell more, make more money and grow your career in enterprise sales. Luca Lazzaron-CRO SprinklrMost sales books are boring, clinical "textbooks" that "cookie-cutter" a few generic ideas into a monotonous, dull read, that puts you to sleep. The Qualified Sales Leader is an easy read, dripping with the fundamentals of enterprise sales. Real world advice that you'll put to use the next day. Chris Degnan-CRO-SnowflakeThe Qualified Sales Leader is an easy to read book that will absolutely resonate through any enterprise software sales team. Realistic, usable advice for any sales leader or sales rep. If you're in enterprise sales, you'd be crazy not to read this book Cedric Pech-CRO-MongoDBMonthly someone asks:, "When are you going to write a book". When I ask, "Why?", I'm told, "Because no one has written a sales leadership book with practical, solutions to real life issues in enterprise SaaS sales forces", Why:6 of 10 sales reps fail, not because they couldn't sell but because they were assigned the wrong accounts. Sales leaders don't align skillsets to account complexity.Rep attrition at most SaaS companies is over 20%Sales leaders can't recruit A playersSales Leaders don't coach their reps on deal advancement issuesMost sales leaders are "glorified scorekeepers"Most sales leader don't motivate their sales teamThey're focused on deals, not rep competencySales forecasts are inaccurate because most reps game the CRM system.Sales team leaders lack qualification of sales stage exit criteriaMany salesforces only win 50% of their proof of conceptsThey're unable to frame a winning POC Criteria because they skip steps 8 of 10 executive buyers say the sales meetings they take are a waste of time.Sales reps lack the ability to sell business value aligned to specific personas and use cases. 4 of 10 reps in enterprise sales say one of the top 3 biggest challenges is to establish urgency. Reps don't quantify critical business pain to create a buying influence.Reps can't find high-level business champions, only low-level coachesLeaders don't teach them to find pain above the noise.Reps find pain but can't attract a championManagers have them selfishly focused on closing a sale instead of earning trust.40% of reps say they feel out of control during the sales process.Leaders don't teach them how to control the process.Reps can't get high in the tree to drive large deals.They don't speak the language of the Economic Buyer.50% of reps say they can't overcome price objections while sales leaders struggle to increase the average deal size. Managers are pushing their sales reps into vending, not selling. Reps can't answer the simple "3 Whys" for forecasted dealsWhy do they have to buy? Why do they have to buy from us? and Why do they have to buy now?Top sales leaders will find the answers to these issues and more in The Qualified Sales LeaderFrom the PublisherJohn is widely recognized as the only person having been the CRO (Chief Revenue Officer) at five public, enterprise software companies, PTC, Geo-Tel, Ariba, BladeLogic and BMC.John's expertise was formulated as a pre-IPO member of 4 of the 5 companies listed above.Today, John is a board member at public software companies Snowflake, MongoDB and private, pre-IPO companies Lacework, Sigma, Cybereason and Observe. In the past, John has been a board member or executive consultant to: Hubspot, Glass Door AppDynamics and Sprinklr.

    In Hug Your People, he elaborates on his big secret: hiring, motivating, and keeping your biggest asset--great employees!

    It describes how to take the kinds of issues that all of us face today--lack of time, money, resources, attention, know-how--and see in them the opportunity for transformation of oneself and one's organization's fortunes. The ideas in the book are based on the authors' extensive work as business consultants, and are brought to life in 35 personal interviews from such varied sources as Nike, IKEA, Unilever, the U.S. Navy, Formula One racecar engineers, public school teachers in California, and barley farmers in South Africa. Underpinned by scientific research into the psychology of breakthrough, the book is a practical handbook full of tools and tips for how to make more from less. Beautifully designed and accessible, A Beautiful Constraint will appeal beyond its core business audience to anyone who needs to find the opportunity in constraint.The book takes the reader on a journey through the mindset, method and motivation required to move from the initial victim stage into the transformation stage. It challenges us to:Examine how we've become path dependent--stuck with routines that blind us from seeing opportunity along new paths Ask Propelling Questions to help us break free of those paths and put the most pressing and valuable constraints at the heart of our process Adopt a Can If mentality to answer these questions--focused on how, not if Access the abundance to be found all around us to help transform constraints Activate the high-octane mix of emotions necessary to fuel the tenacity required for success We live in a world of seemingly ever-increasing constraints, driven as much by an overabundance of choices and connections as by a scarcity of time and resources. How we respond to these constraints is one of the most important issues of our time and will be a large determinant of our progress as people, businesses and planet, in the future. A Beautiful Constraint calls for a more widespread capability for constraint-driven problem solving and provides the framework to achieve that.

    Primary Greatness is an ideal book for anyone looking for guidance in how to live a truly successful, worthwhile life of service.”—Daniel H. Pink, New York Times bestselling author of Drive: The Surprising Truth About What Motivates Us and When: The Scientific Secrets of Perfect Timing For fans of Principles, Grit, and The Power of Habit, Primary Greatness outlines the twelve levers of success—a set of principles for achieving a happy and fulfilling life.Many of us are hurting. We have chronic problems, dissatisfactions, and disappointments. We feel overwhelmed by burdens we carry. The idea of living a “great life” can seem like a distant dream. Stephen R. Covey—the late, legendary author of The 7 Habits of Highly Effective People—believed there were only two ways to experience life: primary greatness or secondary greatness. Through his books and speaking, he taught that the intrinsic rewards of primary greatness—integrity, responsibility, and contribution—far outweighed the extrinsic rewards of secondary greatness: money, popularity, and the self-absorbed, pleasure-ridden life that some people consider “success.” In this posthumous work, Covey lays out clearly the 12 levers of success that will lead to a life of primary greatness: Integrity, Contribution, Priority, Sacrifice, Service, Responsibility, Loyalty, Reciprocity, Diversity, Learning, Teaching, and Renewal. For the first time, Covey defines each of these 12 qualities and how they can be leveraged in your daily life to lead you to both professional success and personal happiness. Featuring his trademarked wisdom that has inspired countless readers and leaders, Primary Greatness once again delivers classic Covey advice in a concise and reader-friendly way.

    Jennifer Kahnweiler proves introverts can be highly effective influencers when, instead of trying to act like extroverts, they use their natural strengths to make a difference. Kahnweiler identifies six unique strengths of introverts and includes a Quiet Influence Quotient (QIQ) quiz to measure how well you’re using these six strengths now. Then, through questions, tools, exercises, and powerful real-world examples, you will increase your mastery of these strengths.

    In Managing by the Numbers, business education and accounting experts Chuck Kremer and Ron Rizzuto team up with open-book management authority John Case to demystify the numbers. They present a practical, common-sense approach to reading financial statements and to managing the three bottom lines of business financial performance: net profit, operating cash flow, and return on assets. The book features numerous exercises and examples (with associated templates available on the Web), a powerful new management tool known as “The Financial Scoreboard,” and an extensive glossary. Managing by the Numbers is an essential resource for entrepreneurs, business owners, managers, and anyone eager to improve their mastery of the financial side of running a business.

    And it's a story about believing in your idea even when maybe some other folks don't, and about sticking to your guns." It's the story of how Walton parlayed a single dime store in a hardscrabble cotton town into Wal-Mart, the largest retailer in the world. The undisputed merchant king of the late twentieth century, he never lost the common touch. Here Walton tells his extraordinary story in his own inimitable words. Genuinely modest, but always sure of his ambitions and achievements, Walton shares his thinking in a candid, straight-from-the-shoulder style."Here is an extraordinary success story about a man whose empire was built not with smoke and mirrors, but with good old-fashioned elbow grease."

     Featuring a new foreword by Ariel Emanuel and Patrick WhitesellMark H. McCormack, one of the most successful entrepreneurs in American business, is widely credited as the founder of the modern-day sports marketing industry. On a handshake with Arnold Palmer and less than a thousand dollars, he started International Management Group and, over a four-decade period, built the company into a multimillion-dollar enterprise with offices in more than forty countries.To this day, McCormack's business classic remains a must-read for executives and managers at every level. Relating his proven method of "applied people sense" in key chapters on sales, negotiation, reading others and yourself, and executive time management, McCormack presents powerful real-world guidance on- the secret life of a deal - management philosophies that don't work (and one that does) - the key to running a meeting--and how to attend one - the positive use of negative reinforcement - proven ways to observe aggressively and take the edge - and much more Praise for What They Don't Teach You at Harvard Business School "Incisive, intelligent, and witty, What They Don't Teach You at Harvard Business School is a sure winner--like the author himself. Reading it has taught me a lot."--Rupert Murdoch, executive chairman, News Corp, chairman and CEO, 21st Century Fox "Clear, concise, and informative . . . Like a good mentor, this book will be a valuable aid throughout your business career."--Herbert J. Siegel, chairman, Chris-Craft Industries, Inc."Mark McCormack describes the approach I have personally seen him adopt, which has not only contributed to the growth of his business, but mine as well."--Arnold Palmer"There have been what we love to call dynasties in every sport. IMG has been different. What this one brilliant man, Mark McCormack, created is the only dynasty ever over all sport."--Frank Deford, senior contributing writer, Sports Illustrated

    At Mach 2, the instrument panel of an F-15 is screaming out information, the horizon is a blur, the wingman is occupied, the jet is hanging on the edge -- and yet fighter pilots routinely handle the stress. It's not much different in today's unforgiving business world. One slipup and your company is bankrupt before your employees know what hit them.What works on the squadron level for F-15 pilots will also work for your marketing team, sales force, or research and development group. By analyzing the work environment and attacking its centers of gravity in parallel, you'll begin to utilize the Plan-Brief-Execute-Debrief-Win cycle that will rapidly impact your business's future success. U.S. fighter squadrons have been using this program for nearly fifty years to reduce their mistake rate, cut casualties and equipment losses, and rack up an envious victory record. Now, with Flawless Execution, your business can too.