An essential book that unlocks the secrets of highly successful groups and provides readers with a toolkit for building a cohesive, innovative culture, from the New York Times bestselling author of The Talent Code

    Yet it is possible to overcome personality conflicts by understanding other people's differences instead of merely reacting to them emotionally.A sequel to Social Style, Management Style, this book presents a comprehensive behavioral science model for understanding four different ""people styles."" The authors explain how readers can:* identify their own styles and how they appear to others* relate effectively -- no matter how others react to them* create common ground with different people while retaining their own individuality* evaluate the ""people styles"" of others and discover how to ""flex"" their styles to matchReaders will learn the characteristic strengths and weaknesses of each style -- driver, analytical, amiable, and expressive -- and how these characteristics can create stress in the other behavior types. They'll discover how to minimize these stresses by getting ""in synch"" with the style-based behavior patterns of others."

    As they helped grow Google from a young start-up to a global icon, they relearned everything they knew about management. How Google Works is the sum of those experiences distilled into a fun, easy-to-read primer on corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption.The authors explain how the confluence of three seismic changes - the internet, mobile, and cloud computing - has shifted the balance of power from companies to consumers. The companies that will thrive in this ever-changing landscape will be the ones that create superior products and attract a new breed of multifaceted employees whom the authors dub 'smart creatives'. The management maxims ('Consensus requires dissension', 'Exile knaves but fight for divas', 'Think 10X, not 10%') are illustrated with previously unreported anecdotes from Google's corporate history.'Back in 2010, Eric and I created an internal class for Google managers,' says Rosenberg. 'The class slides all read 'Google confidential' until an employee suggested we uphold the spirit of openness and share them with the world. This book codifies the recipe for our secret sauce: how Google innovates and how it empowers employees to succeed.'

    In Web Form Design, Luke Wroblewski draws on original research, his considerable experience at Yahoo! and eBay, and the perspectives of many of the field's leading designers to show you everything you need to know about designing effective and engaging Web forms.

    Getting actions out of a retrospective that are doable, and getting them done helps teams to learn and improve. We hope that this book helps you and your teams to do retrospectives effectively and efficiently to reflect upon your ways of working, and continuously improve them!

    From the author that brought you the New York Times bestseller The 7 Habits of Highly Effective People comes a guide to building your work on the principles of effectiveness so that your life can spent cultivating genuine relationships, investing in pursuits you enjoy, and achieving balance in both your personal and professional lives.In First Things First, Stephen M. R. Covey advocates categorizing tasks by urgency and importance so that you can focus on what actually needs to be done in the limited amount of time that you have. Using personal examples and insight from years of business experience, he argues for a new way of looking at your “to-do” list. Rather than offering you another clock, First Things First provides you with a compass, because where you're headed is more important than how fast you're going.

    During flow, people typically experience deep enjoyment, creativity, and a total involvement with life. Csikszentmihalyi demonstrates the ways this positive state can be controlled, not just left to chance. Flow: The Psychology of Optimal Experience teaches how, by ordering the information that enters our consciousness, we can discover true happiness, unlock our potential, and greatly improve the quality of our lives.

    With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing.This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation.* Explore the link between psychological safety and high performance * Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes * Nurture the level of engagement and candor required in today's knowledge economy* Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

    And in a perfect world, those who produce the best code are the most successful. But in our perfectly messy world, success also depends on how you work with people to get your job done.In this highly entertaining book, Brian Fitzpatrick and Ben Collins-Sussman cover basic patterns and anti-patterns for working with other people, teams, and users while trying to develop software. It's valuable information from two respected software engineers whose popular video series, "Working with Poisonous People," has attracted hundreds of thousands of viewers.You'll learn how to deal with imperfect people--those irrational and unpredictable beings--in the course of your work. And you'll discover why playing well with others is at least as important as having great technical skills. By internalizing the techniques in this book, you'll get more software written, be more influential, be happier in your career.

    In fact, this one document can steer an entire organization when it comes to delivering on company strategy. This practical guide teaches you how to create an effective product roadmap, and demonstrates how to use the roadmap to align stakeholders and prioritize ideas and requests. With it, you’ll learn to communicate how your products will make your customers and organization successful. Whether you're a product manager, product owner, business analyst, program manager, project manager, scrum master, lead developer, designer, development manager, entrepreneur, or business owner, this book will show you how to: Articulate an inspiring vision and goals for your product Prioritize ruthlessly and scientifically Protect against pursuing seemingly good ideas without evaluation and prioritization Ensure alignment with stakeholders Inspire loyalty and over­-delivery from your team Get your sales team working with you instead of against you Bring a user­ and buyer-­centric approach to planning and decision-making Anticipate opportunities and stay ahead of the game Publish a comprehensive roadmap without over­committing

    What if you were given that choice? We're talking actual life and death now. Your own life and death. What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think, feel, and act? If you didn't, your time would end soon—a lot sooner than it had to. Could you change when change mattered most?"This is the question Alan Deutschman poses in Change or Die, which began as a sensational cover story by the same title for Fast Company. Deutschman concludes that although we all have the ability to change our behavior, we rarely ever do. In fact, the odds are nine to one that, when faced with the dire need to change, we won't. From patients suffering from heart disease to repeat offenders in the criminal justice system to companies trapped in the mold of unsuccessful business practices, many of us could prevent ominous outcomes by simply changing our mindset.A powerful book with universal appeal, Change or Die deconstructs and debunks age-old myths about change and empowers us with three critical keys—relate, repeat, and reframe—to help us make important positive changes in our lives. Explaining breakthrough research and progressive ideas from a wide selection of leaders in medicine, science, and business (including Dr. Dean Ornish, Mimi Silbert of the Delancey Street Foundation, Bill Gates, Daniel Boulud, and many others), Deutschman demonstrates how anyone can achieve lasting, revolutionary change.Change or Die is not about merely reorganizing or restructuring priorities; it's about challenging, inspiring, and helping all of us to make the dramatic transformations necessary in any aspect of life—changes that are positive, attainable, and absolutely vital.

    Based on the true story of how one inspiring leader transformed a highly toxic organisational culture into an internationally recognised case study of success, Tribal Unity shares proven patterns that are revolutionising the way teams of teams connect and perform.

    Everyone can ask questions, right? Unfortunately, that's not the case. Interviewing Users provides invaluable interviewing techniques and tools that enable you to conduct informative interviews with anyone. You'll move from simply gathering data to uncovering powerful insights about people.Interviewing Users will explain how to succeed with interviewing, including:* Embracing how other people see the world* Building rapport to create engaging and exciting interactions* Listening in order to build rapport.With this book, Steve Portigal uses stories and examples from his 15 years of experience to show how interviewing can be incorporated into the design process, helping you learn the best and right information to inform and inspire your design.

    You want to learn about the path I took that eventually led me to Zappos, and the lessons I learned along the way. You want to learn from all the mistakes we made at Zappos over the years so that your business can avoid making some of the same ones. You want to figure out the right balance of profits, passion, and purpose in business and in life. You want to build a long-term, enduring business and brand. You want to create a stronger company culture, which will make your employees and coworkers happier and create more employee engagement, leading to higher productivity. You want to deliver a better customer experience, which will make your customers happier and create more customer loyalty, leading to increased profits. You want to build something special. You want to find inspiration and happiness in work and in life. You ran out of firewood for your fireplace. This book makes an excellent fire-starter.

     New managers in creative fields got the job because they were good at being makers--and learned to strategize their time, relationships, and mindset to produce the best creative work possible on their own. But when they're put in charge, the rules change, and they must unlearn their hard-won working habits in favor of new ones, and navigate a minefield of complex relational dynamics with colleagues and bosses. Successful leaders of creative teams have mastered the difficult transition from doing the work to leading the work, and this book shows how. Todd Henry picks up where The Accidental Creative left off, and provides an indispensable handbook of on-the-ground, tactical advice for new managers of creatives. He draws from interviews with brilliant leaders and his experience consulting in creative organizations to share a wealth of practical advice, including: - Why conflict can be a good thing, and how to manage it in a healthy way. - How to build time and attention buffers to protect your team's ability to do its best work. - How to deal with the imbalance of power on your team, and manage inevitable struggles that arise. - How to create -hunting trails- that will keep your team inspired and motivated to deliver brilliant work. - Why you should still -get your hands dirty-, even as you strive to remove yourself from the work. - Why you should fight to measure value, not time, when evaluating your team's work.