In this book, Patrick Bet-David “helps entrepreneurs understand exactly what they need to do next” (Brian Tracy, author of Eat That Frog!) by translating this skill into a valuable methodology. Whether you feel like you’ve hit a wall, lost your fire, or are looking for innovative strategies to take your business to the next level, Your Next Five Moves has the answers. You will gain: CLARITY on what you want and who you want to be. STRATEGY to help you reason in the war room and the board room. GROWTH TACTICS for good times and bad. SKILLS for building the right team based on strong values. INSIGHT on power plays and the art of applying leverage. Combining these principles and revelations drawn from Patrick’s own rise to successful CEO, Your Next Five Moves is a must-read for any serious executive, strategist, or entrepreneur.

    You already are that girl who creates magic wherever she goes, who lives fearlessly, who inspires those around her to dream bigger, and who will leave the world better, just for having been in it.  Stop listening to that voice inside your head that tells you you’re not good enough. Stop worrying that you don’t have the perfect body, perfect job, perfect relationship, or perfect anything for that matter. Stop letting other people draw boundaries and limits around your life. And start living the life that you truly want (now!), the one you didn’t think you had the courage to imagine, but the one that’s absolutely possible! Including stories from thirty incredible women, Alexis has compiled everything she’s learned into one complete guide to being That Girl, the best version of you.

    At that event he made the decision to Go Pro and become a Network Marketing expert. Since that time, he has focused on developing the skills to do just that. In doing so, Eric has touched and been touched by hundreds of thousands of people around the world. Now he shares his wisdom in a guide that will ignite your passion for this profession and help you make the decision to Go Pro and create the life of your dreams. In this definitive guidebook, you will learn to: -Find prospects -Invite them to yourproduct or opportunity -Present your product -Follow up with your prospects -Help them become customers or distributors -Help them get started right -Grow your team by promoting events -And much, much more. Eric s wish is for you to make the decision to become a Network Marketing Professional. For you to truly Go Pro. Because it is a stone-cold fact that Network Marketing is a better way. Now let s go tell the world.

    Instead, The 12 Week Year avoids the pitfalls and low productivity of annualized thinking. This book redefines your "year" to be 12 weeks long. In 12 weeks, there just isn't enough time to get complacent, and urgency increases and intensifies. The 12 Week Year creates focus and clarity on what matters most and a sense of urgency to do it now. In the end more of the important stuff gets done and the impact on results is profound.Explains how to leverage the power of a 12-week year to drive improved results in any area of your lifeOffers a how-to book for both individuals and organizations seeking to improve their execution effectivenessAuthors are leading experts on execution and implementation Turn your organization's idea of a year on its head, and speed your journey to success.©2013 Brian P. Moran and Michael Lennington (P)2014 Audible Inc.

    People can use economics and they can use statistics and numbers to get at the truth and there is a real appetite for doing so. This is such a BBC thing to say--there’s almost a public service mission to be fulfilled in educating people about economics. When I wrote The Undercover Economist, it was all about my pure enthusiasm for the subject; the book is full of stuff I wanted to say and that is always the thing with the books: they are always such fun to write. Do you think that people these days are generally more economically literate? People are now aware of economics for various reasons. There are the problems with the economy--there is always more interest in economics when it is all going wrong. Where is the border line in your new book between economics and sociology? I don’t draw a border line, and particularly not with the new book. The Undercover Economist was basically all the cool economics I could think of and The Logic of Life was me investigating a particular part of economics. All of the references in The Logic of Life were academic economics papers that I had related--and hopefully made more fun. This new book, Adapt, is very different. I have started by asking what is wrong with the world, what needs fixing, how does it work--and if economics can tell us something about that (which it can) then I have used it. And if economics is not the tool that you need--if you need to turn to sociology or engineering or biology or psychology--I have, in fact, turned to all of them in this book. If that’s what you need, then that’s where I have gone. So I have written this book in a different way: I started with a problem and tried to figure out how to solve it. What specific subjects do you tackle? To be a bit more specific, the book is about how difficult problems get solved and I look at quick change; the banking crisis; poverty; innovation, as I think there is an innovation slow-down; and the war in Iraq. Also, I look at both problems in business and in everyday life. Those are the big problems that I look at--and my conclusion is that these sorts of problems only ever get solved by trial and error, so when they are being solved, they are being solved through experimentation, which is often a bottom-up process. When they are not being solved it is because we are not willing to experiment, or to use trial and error. Do you think companies will change to be much more experimental, with more decisions placed in the hands of employees? I don’t think that is necessarily a trend, and the reason is that the market itself is highly experimental, so if your company isn’t experimental it may just happen to have a really great, successful idea--and that’s fine; if it doesn’t, it will go bankrupt. But that said, it is very interesting to look at the range of companies who have got very into experimentation--they range from the key-cutting chain Timpson’s to Google; you can’t get more different than those two firms, but actually the language is very similar; the recruitment policies are similar; the way the employees get paid is similar. The “strap line” of the book is that “Success always starts with failure.” You are a successful author… so what was the failure that set you up for success? I was working on a book before The Undercover Economist… it was going to be a sort of Adrian Mole/Bridget Jones’ Diary-styled fictional comedy, in which the hero was this economist and through the hilarious things that happened to him, all these economic principles would be explained--which is a great idea--but the trouble is that I am not actually funny. Another example would be my first job as a management consultant… and I was a terrible management consultant. I crashed out after a few months. Much better that, than to stick with the job for two or three years-- a lot of people say you have got to do that to “show your commitment.” Taking the job was a mistake--why would I need to show my commitment to a mistake? Better to realise you made a mistake, stop and do something else, which I did. That idea that “failure breeds success” is central to most entrepreneurs. Do you think we need more of it in the UK? I think that the real problem is not failure rates in business; the problem is failure rates in politics. We need a much higher failure rate in politics. What actually happens is politicians--and this is true of all political parties--have got some project and they’ll say, “Right, we are going to do this thing,” and it is quite likely that idea is a bad idea--because most ideas fail; the world is complicated and while I don’t have the numbers for this, most ideas are, as it turns out, not good ideas. But they never collect the data, or whatever it is they need to measure, to find out where their idea is failing. So they have this bad idea, roll this bad idea out and the bad idea sticks, costs the country hundreds, millions, or billions of pounds, and then the bad idea is finally reversed by the next party on purely ideological grounds and you never find out whether it really worked or not. So we have this very, very low willingness to collect the data that would be necessary to demonstrate failure, which is the bit we actually need. To give a brief example: Ken Livingstone, as Mayor of London, came along and introduced these long, bendy buses. Boris Johnson came along and said, “If you elect me, I am going to get rid of those big bendy buses and replace them with double-decker buses.” He was elected and he did it, so… which one of them is right? I don’t know. I mean, isn’t that crazy? I know democracy is a wonderful thing and we voted for Ken Livingstone and we voted for Boris Johnson, but it would be nice to actually have the data on passenger injury rates, how quickly people can get on and off these buses, whether disabled people are using these buses… the sort of basic evidence you would want to collect. Based on that, are you a supporter of David Cameron’s “Big Society”, which in a sense favours local experimentation over central government planning? Well, I have some sympathy for the idea of local experimentation, but what worries me is that we have to have some mechanism that is going to tell you what is working and what is not--and there is no proposal for that. Cameron’s Tories seem to have the view that ‘if it is local then it will work.’ In my book, I have all kinds of interesting case studies of situations where localism really would have worked incredibly well, as in, say, the US Army in Iraq. But I have also got examples of where localism did not work well at all--such as a corruption-fighting drive in Indonesia. Is the new book, Adapt, your movement away from economic rationalist to management guru? Are you going to cast your eye over bigger problems? The two changes in Adapt are that I have tried to start with the problem, rather than saying, “I have got a hammer--I’m going to look for a nail.” I started with a nail and said, “Ok, look, I need to get this hammered in.” So I have started with the problem and then looked anywhere for solutions. And the second thing is that I have tried to do is write with more of a narrative. This is not a Malcolm Gladwell book, but I really admire the way that people like Gladwell get quite complex ideas across because they get you interested in the story; that is something that I have tried to do more of here. I am not too worried about it, because I know that I am never going to turn into Malcolm Gladwell--I am always going to be Tim Harford--but it doesn’t hurt to nudge in a certain direction. On Amazon, we recommend new book ideas to people: “If you like Tim Harford you may like…”, but what does Tim Harford also like? I read a lot of books, mostly non-fiction and in two categories: people who I think write a lot better than I do, and people who think about economics more deeply than I do. In the first category I am reading people like Michael Lewis, Kathryn Schulz (I loved her first book, Being Wrong), Malcolm Gladwell and Alain de Botton. In the second category, I read lots of technical economics books, but I enjoy Steven Landsburg, Edward Glaeser (who has a book out now which looks good), Bill Easterly… I don’t necessarily agree with all of these people! When I am not reading non-fiction, I am reading comic books or 1980s fantasy authors like Jack Vance.

    Communications expert Carmine Gallo has studied and analyzed the very best of Jobs's performances, offering point-by-point examples, tried-and-true techniques, and proven presentation secrets in 18 "scenes," including:Develop a messianic sense of purposeReveal the Conquering heroChannel your inner ZenStage your presentation with propsMake it look effortlessWith this revolutionary approach, you'll be surprised at how easy it is to sell your ideas, share your enthusiasm, and wow your audience the Steve Jobs way."No other leader captures an audience like Steve Jobs does and, like no other book, The Presentation Secrets of Steve Jobs captures the formula Steve uses to enthrall audiences."--Rob Enderle, The Enderle Group"Now you can learn from the best there is--both Jobs and Gallo. No matter whether you are a novice presenter or a professional speaker like me, you will read and reread this book with the same enthusiasm that people bring to their iPods."--David Meerman Scott, bestselling author of The New Rules of Marketing & PR and World Wide Rave

    In barely six years, a small group of young, ambitious programmers in Silicon Valley built an $11.5 billion business out of the ashes of a failed podcasting company. Today Twitter boasts more than 200 million active users and has affected business, politics, media, and other fields in innumerable ways. Now Nick Bilton of the New York Times takes readers behind the scenes with a narrative that shows what happened inside Twitter as it grew at exponential speeds. This is a tale of betrayed friendships and high-stakes power struggles as the four founders—Biz Stone, Evan Williams, Jack Dorsey, and Noah Glass—went from everyday engineers to wealthy celebrities, featured on magazine covers, Oprah, The Daily Show, and Time’s list of the world’s most influential people. Bilton’s exclusive access and exhaustive investigative reporting—drawing on hundreds of sources, documents, and internal e-mails—have enabled him to write an intimate portrait of fame, influence, and power. He also captures the zeitgeist and global influence of Twitter, which has been used to help overthrow governments in the Middle East and disrupt the very fabric of the way people communicate.

    Longer training, ever more advanced technologies—neither seems to prevent grievous errors. But in a hopeful turn, acclaimed surgeon and writer Atul Gawande finds a remedy in the humblest and simplest of techniques: the checklist. First introduced decades ago by the U.S. Air Force, checklists have enabled pilots to fly aircraft of mind-boggling sophistication. Now innovative checklists are being adopted in hospitals around the world, helping doctors and nurses respond to everything from flu epidemics to avalanches. Even in the immensely complex world of surgery, a simple ninety-second variant has cut the rate of fatalities by more than a third.In riveting stories, Gawande takes us from Austria, where an emergency checklist saved a drowning victim who had spent half an hour underwater, to Michigan, where a cleanliness checklist in intensive care units virtually eliminated a type of deadly hospital infection. He explains how checklists actually work to prompt striking and immediate improvements. And he follows the checklist revolution into fields well beyond medicine, from disaster response to investment banking, skyscraper construction, and businesses of all kinds.An intellectual adventure in which lives are lost and saved and one simple idea makes a tremendous difference, The Checklist Manifesto is essential reading for anyone working to get things right.

    Porter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.HBR's 10 Must Reads on Strategy will inspire you to:• Distinguish your company from rivals• Clarify what your company will and won't do• Craft a vision for an uncertain future• Create blue oceans of uncontested market space• Use the Balanced Scorecard to measure your strategy• Capture your strategy in a memorable phrase• Make priorities explicit• Allocate resources early• Clarify decision rights for faster decision making"This collection of best-selling articles includes: featured article "What Is Strategy?" by Michael E. Porter, "The Five Competitive Forces That Shape Strategy," "Building Your Company's Vision," "Reinventing Your Business Model," "Blue Ocean Strategy," "The Secrets to Successful Strategy Execution," "Using the Balanced Scorecard as a Strategic Management System," "Transforming Corner-Office Strategy into Frontline Action," "Turning Great Strategy into Great Performance," and "Who Has the D? How Clear Decision Roles Enhance Organizational Performance."

    While no coach treasures a win more than John, this terrific book reveals his greater purpose—to lead his young players to better lives, and then challenge them to give back to others." —President William J. Clinton In Players First, John Calipari relates for the first time anywhere his experiences over his first four years coaching the Kentucky Wildcats, college basketball’s most fabled program, from the doldrums to a national championship, drawing lessons about leadership, character, and the path to personal and collective victory.At its core, Calipari’s coaching philosophy centers on keeping his focus on the players—what they need to get the best out of themselves and one another. He is beloved by his players for being utterly honest with them and making promises that he always keeps, no matter what. He knows that in this age, they come to Kentucky to prepare for the NBA; every year he gets players who in a previous era would have gone directly into the pros from high school but now have to play college basketball for one year. Calipari has fought against this system, but he has to play within it, and so he does, better than anyone.The result is an extraordinary leadership challenge: every year Coach Cal gets a handful of eighteen-year-old kids who have been in a bubble for the previous four years at least, filled with hype about their own greatness, and they come to Kentucky feeling sure that they will play for their coach only for seven months before they go on to greater glory. Every year, he has to reinvent his team. After his 2012 NCAA championship, it was particularly dramatic; he lost his first six players in the first round, meaning that someone who couldn’t even start for Kentucky was a first-round draft pick.The overall record at Kentucky, and for his career, puts Calipari in the pantheon of the greatest coaches in the history of the game. Bold, funny, and truthful, like Coach Calipari himself, Players First is truly the first deep reckoning with the meaning of his experiences and the gifts of insight they offer.

    It is not a text book nor a biography, but more of a cheat sheet for reading on the bus or in the bathroom, so that you can pick out the most significant points without having to carry around a bag of weighty tomes. You can read it all in one sitting, or look up specific case studies as and when you are looking for inspiration or direction. The key lessons outlined here are drawn from interviews Branson has given over his more than 40 years in business, from the numerous blogs and articles written by him and about him, and, most importantly, from the successes and failures of many of his commercial ventures. Though his theories and analysis are certainly important, and this book does indeed give them credence, the hardcore details of what worked and what didn’t, combined with the reasons why, are the most useful sources you have as a businessman, whether you are following in Branson’s footsteps as an entrepreneur, or contemplating his businesses from afar. Additionally You Get 2 Bonus Ebooks - 69 Ways to Make Money From Home - Bitcoins Beginner’s Guide

    Fans of Wayne Dyer, Eckhart Tolle, Marianne Williamson, and The Secret will find useful, effective tips for breaking down the walls to a better life in The Big Leap.

    Silicon Valley is filled with garage-to-riches stories and hot young entrepreneurs with big ideas. Yet even in this place where the exceptional is common, Randy Komisar is a breed apart. Currently a "Virtual CEO" who provides "leadership on demand" for several renowned companies, Komisar was recently described by the "Washington Post" as a "combined professional mentor, minister without portfolio, in-your-face investor, trouble-shooter and door opener." But even more interesting than what he does is how - and why - he does it. Komisar has found a way to turn an ambitious and challenging work life into his life's work."The Monk and the Riddle" is unlike any other business book you've read. Transcending the typical "leadership book" model of lists and frameworks on how to succeed in business, "The Monk and the Riddle" is instead a lively and humorous narrative about the education of a unique Valley insider. It unfolds over the course of an ongoing dialogue between Komisar and would-be entrepreneurs, "Lenny and Allison," and is at once a portal into the inner workings of Silicon Valley - from how startups get launched to how venture capitalists do their deals to how plans get prepared and pitched - and a deeply personal account of how one mover and shaker found fulfillment, not in work's rewards but in work itself.As the narrative follows Komisar through meetings with venture capitalists and eager entrepreneurs, and as his conversations with Lenny evolve toward a resolution, "The Monk and the Riddle" imparts invaluable lessons about the differences between leadership and management and passion and drive, and about the meaning of professional and personal success. "When all is said and done," writes Komisar, "the journey is the reward."

    When you put this book down, you’ll know what you’re doing right and what you’re doing wrong to operate your business, and if you’re just getting started, it will help set you up for success.Tilman Fertitta, also known as the Billion Dollar Buyer, started his hospitality empire thirty years ago with just one restaurant. So he knows the challenges that business owners face, as well as the common pitfalls that cause them to go under. Over the years he’s stayed true to the principles that helped him scale his business to what is believed to be the largest single-shareholder company in America, with over $4 billion in revenue, including hundreds of restaurants (Landry’s Seafood, Bubba Gump Shrimp Company, Morton’s Steakhouse, Mastro’s, The Chart House, Rainforest Café, and over forty more restaurant concepts) and five Golden Nugget Casinos. He’s also sole owner of the NBA’s Houston Rockets. In Shut Up and Listen!, he shares the key insights that made it all possible.When entrepreneurs appear on Billion Dollar Buyer, the biggest obstacles they often face are ones they don’t suspect: not knowing your numbers, not knowing your strengths and weaknesses, or not being willing to go that extra mile with your customers. Fertitta has seen it all. He knows that what you aren’t paying attention to can either sink your business or become the very things that launch you to the top. As Fertitta says:“You might think you know what you’re doing, but I’m going to show you what you don’t know.”Fertitta shares straight-talk “Tilmanisms” around six key action items that any entrepreneur can adopt today:Be the BullNo Spare CustomersChange, Change, ChangeKnow Your NumbersFollow the 95/5 RuleTake No Out of Your VocabularyA groundbreaking, no-holds-barred book, Shut Up and Listen! offers practical, hard-earned wisdom from one of the most successful business owners in the world.

    By the time he turned sixty, he had lost everything except his Ivy League education and his sense of entitlement. First, he was downsized at work. Next, an affair ended his twenty-year marriage. Then, he was diagnosed with a slow-growing brain tumor, prognosis undetermined. Around the same time, his girlfriend gave birth to a son. Gill had no money, no health insurance, and no prospects. One day as Gill sat in a Manhattan Starbucks with his last affordable luxury—a latté—brooding about his misfortune and quickly dwindling list of options, a 28-year-old Starbucks manager named Crystal Thompson approached him, half joking, to offer him a job. With nothing to lose, he took it, and went from drinking coffee in a Brooks Brothers suit to serving it in a green uniform. For the first time in his life, Gill was a minority--the only older white guy working with a team of young African-Americans. He was forced to acknowledge his ingrained prejudices and admit to himself that, far from being beneath him, his new job was hard. And his younger coworkers, despite having half the education and twice the personal difficulties he’d ever faced, were running circles around him. The other baristas treated Gill with respect and kindness despite his differences, and he began to feel a new emotion: gratitude. Crossing over the Starbucks bar was the beginning of a dramatic transformation that cracked his world wide open. When all of his defenses and the armor of entitlement had been stripped away, a humbler, happier and gentler man remained. One that everyone, especially Michael’s kids, liked a lot better. The backdrop to Gill's story is a nearly universal cultural phenomenon: the Starbucks experience. In How Starbucks Saved My Life, we step behind the counter of one of the world's best-known companies and discover how it all really works, who the baristas are and what they love (and hate) about their jobs. Inside Starbucks, as Crystal and Mike’s friendship grows, we see what wonders can happen when we reach out across race, class, and age divisions to help a fellow human being.