The only diploma that hangs in Warren Buffett’s office is his certificate from Dale Carnegie Training. Lee Iacocca credits Carnegie for giving him the courage to speak in public. Dilbert creator Scott Adams called Carnegie’s teachings “life-changing.” In today’s world, where more and more of our communication takes place across wires and screens, Carnegie’s lessons have not only lasted but become all the more critical. Though he never could have predicted technology’s trajectory, Carnegie proves a wise and helpful teacher in this digital landscape. To demonstrate the many ways his lessons remain relevant, Dale Carnegie & Associates, Inc., has reimagined his prescriptions and his advice for this difficult digital age. We may communicate today with different tools and with greater speed, but Carnegie’s advice on how to communicate, lead, and work efficiently remains priceless across the ages.

    Drucker). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.HBR's 10 Must Reads On Leadership will inspire you to:- Motivate others to excel- Build your team's self-confidence in others- Provoke positive change- Set direction- Encourage smart risk-taking- Manage with tough empathy- Credit others for your success- Increase self-awareness- Draw strength from adversityThis collection of best-selling articles includes: featured article "What Makes an Effective Executive" by Peter F. Drucker, "What Makes a Leader?" "What Leaders Really Do," "The Work of Leadership," "Why Should Anyone Be Led by You?" "Crucibles of Leadership," "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," "Seven Transformations of Leadership," "Discovering Your Authentic Leadership," and "In Praise of the Incomplete Leader."

    They will learn how to:Outsell by getting appointments with people who absolutely, positively do not want to see you, and then making them glad they said "yes!"Outmanage by arming yourself with information on prospects, customers, and competitors that the CIA would envy - using a system called the "Mackay 66."Outmotivate by using his insights to help yourself or your kids join the ranks of Amercia's one million millionaires.Outnegotiate by knowing when to "smile and say no" and when to "send in the clones."This one-of-a-kind book by a businessman who's seen it all and done it all has sold almost 2 million copies, and is the essential roadmap for everyone on the path to success.

    Lawler III, Professor, University of Southern California"This book is a crucial blueprint of what it takes to succeed. A must have for every HR professional."--Lynda Gratton, Professor, London Business School"One single concept changed the HR world forever: 'HR business partner'. Through consistent cycles of research and practical application, Dave and his team have produced and update the most comprehensive set of HR competencies ever."--Horacio Quiros, President, World Federation of People Management AssociationsPacked with facts, evidence, and prescriptive advice. It is about being a business leader first, and an HR professional second."--Randy MacDonald, Senior Vice President, Human Resources, IBM CorporationThe concepts and competencies presented in this book provide HR leaders with new insights.--Gina Qiao, Senior Vice President, HR Lenovo"Powerful, relevant and timely! Defines new HR in a pragmatic way. This book is a must for leaders and HR folks who seek to create sustainable competitive advantage."--Satish Pradhan, Chief, Group Human Resources, Tata Sons Limited"You can't argue with the data! This book is a definitive and practical guide to learning the HR competencies for success."--John Lynch, Senior Vice President, HR, General Electric"A must read for any HR executive. This research-based competency model is particularly compelling because it is informed by the perspective of non-HR executives and stakeholders."--Sue Meisinger, Distinguished speaker and author, former CEO of SHRMRead this book for a unique long-term perspective on where HR competencies have brought us and must take us in future.--John Boudreau, Professor, University of Southern California and Research Director, Center for Effective Organizations

    And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway.

    It contains a collection of eye-openers that is a treasure chest for pioneers of new organizational ideas, A fantastic toolbox for use in future missions!"--Lise B. Hvatum, product development manager, Schlumberger"If you have need of changing your organization, and especially of introducing new techniques, then you want to understand what is in this book. It will help you avoid common pitfalls that doom many such projects and will show you a clear path to success. The techniques are derived from the experience of many individuals and organizations. Many are also fun to apply. This stuff is really cool--and really hot."--Joseph Bergin, professor of computer science, Pace University, New York"If change is the only guarantee in life, why is it so hard to do? As this book points out, people are not so much resistant to change itself as they are to being changed. Mary Lynn and Linda have successfully used the pattern form to capture and present the recurring lessons of successful change efforts and have placed a powerful knowledge resource in the hands of their readers."--Alan O'Callaghan, researcher, Software Technology Research Laboratory, De Montfort University, United Kingdom"The most difficult part of absorbing patterns, or any technology, into an organization is overcoming the people issues. The patterns in this book are the documentation of having gone through that experience, giving those that dare push the envelope a head start at success."--David E. DeLano, IBM Pervasive Computing"If you have ever wondered how you could possibly foster any cultural changes in your organization, in this book you will find a lot of concrete advice for doing so. I recommend that everyone read this book who has a vast interest in keeping his or her organization flexible and open for cultural change."--Jutta Eckstein, Independent Consultant, Objects In Action Author of "Agile Software Development in the Large"48 Patterns for Driving and Sustaining Change in Your OrganizationChange. It's brutally tough to initiate, even harder to sustain. It takes too long. People resist it.But without it, organizations lose their competitive edge. Fortunately, you can succeed at making change. In "Fearless Change, " Mary Lynn Manns and Linda Rising illuminate 48 proven techniques, or patterns, for implementing change in organizations or teams of all sizes, and show you exactly how to use them successfully.Find out how toUnderstand the forces in your organization that drive and retard changePlant the seeds of changeDrive participation and buy-in, from start to finishChoose an "official skeptic" to sharpen your thinkingMake your changes appear less threateningFind the right timing and the best teaching momentsSustain your momentumOvercome adversity and celebrate successInspired by the "pattern languages" that are transforming fields from software to architecture, the authors illuminate patterns for every stage of the change process: knowledge, persuasion, decision, implementation, and confirmation. These flexible patterns draw on the experiences of hundreds of leaders. They offer powerful insight into change-agent behavior, organizational culture, and the roles of every participant.Best of all, they're easy to use--"and they work!"

    In addition, this business genius mentored dozens of other important leaders on both coasts, from entrepreneurs to venture capitalists to educators to football players, leaving behind a legacy of growing companies, successful people, respect, friendship, and love after his death in 2016.Leaders at Google for over a decade, Eric Schmidt, Jonathan Rosenberg, and Alan Eagle experienced firsthand how the man fondly known as Coach Bill built trusting relationships, fostered personal growth—even in those at the pinnacle of their careers—inspired courage, and identified and resolved simmering tensions that inevitably arise in fast-moving environments. To honor their mentor and inspire and teach future generations, they have codified his wisdom in this essential guide.Based on interviews with over eighty people who knew and loved Bill Campbell, Trillion Dollar Coach explains the Coach’s principles and illustrates them with stories from the many great people and companies with which he worked. The result is a blueprint for forward-thinking business leaders and managers that will help them create higher performing and faster moving cultures, teams, and companies.

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    The consensus is clear: MBA programs are a waste of time and money. Even the elite schools offer outdated assembly-line educations about profit-and-loss statements and PowerPoint presentations. After two years poring over sanitized case studies, students are shuffled off into middle management to find out how business really works.Josh Kaufman has made a business out of distilling the core principles of business and delivering them quickly and concisely to people at all stages of their careers. His blog has introduced hundreds of thousands of readers to the best business books and most powerful business concepts of all time. In The Personal MBA, he shares the essentials of sales, marketing, negotiation, strategy, and much more.True leaders aren't made by business schools-they make themselves, seeking out the knowledge, skills, and experiences they need to succeed. Read this book and in one week you will learn the principles it takes most people a lifetime to master.

    Christensen says outstanding companies can do everything right and still lose their market leadership -- or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate.Focusing on "disruptive technology" -- the Honda Super Cub, Intel's 8088 processor, or the hydraulic excavator, for example -- Christensen shows why most companies miss "the next great wave." Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices. Using the lessons of successes and failures from leading companies, "The Innovator's Dilemma" presents a set of rules for capitalizing on the phenomenon of disruptive innovation.

    While most leaders believe culture is critical to success, few know how to build one, or sustain it over time.What if you knew the science behind the magic—a science so predictive and powerful that you could transform your organization? What if you could use cutting edge psychology to unlock people’s innate desire to innovate, experiment, and adapt? In Primed to Perform, Neel Doshi and Lindsay McGregor show you how to do just that. The result: higher sales, more loyal customers, and more passionate employees.Primed to Perform explains the counter-intuitive science behind great cultures, building on over a century of academic thinking. It shares the simple, highly predictive new measurement tool—the Total Motivation (ToMo) Factor—that enables you to measure the strength of your culture, and track improvements over time. It explores the authors’ original research into how Total Motivation leads to higher performance in iconic companies, from Apple to Starbucks to Southwest Airlines. Most importantly, it teaches you to build great cultures, using a systematic and sustainable approach.High performing cultures cant be left to chance. Organizations must create systems that shape and maintain them. Whether you’re a five-person team or a startup, a school, a nonprofit or a mega-institution, Primed to Perform shows you how.

    Every day we find ourselves in situations where we need to say No–to people at work, at home, and in our communities–because No is the word we must use to protect ourselves and to stand up for everything and everyone that matters to us. But as we all know, the wrong No can also destroy what we most value by alienating and angering people. That’s why saying No the right way is crucial. The secret to saying No without destroying relationships lies in the art of the Positive No, a proven technique that anyone can learn. This indispensable book gives you a simple three-step method for saying a Positive No. It will show you how to assert and defend your key interests; how to make your No firm and strong; how to resist the other side’s aggression and manipulation; and how to do all this while still getting to Yes. In the end, the Positive No will help you get not just to any Yes but to the right Yes, the one that truly serves your interests. Based on William Ury’s celebrated Harvard University course for managers and professionals, The Power of a Positive No offers concrete advice and practical examples for saying No in virtually any situation. Whether you need to say No to your customer or your coworker, your employee or your CEO, your child or your spouse, you will find in this book the secret to saying No clearly, respectfully, and effectively. In today’s world of high stress and limitless choices, the pressure to give in and say Yes grows greater every day, producing overload and overwork, expanding e-mail and eroding ethics. Never has No been more needed. A Positive No has the power to profoundly transform our lives by enabling us to say Yes to what counts–our own needs, values, and priorities. Understood this way, No is the new Yes. And the Positive No may be the most valuable life skill you’ll ever learn!

    Through the telling of his life story, Jaworski posits that a real leader sets the stage on which "predictable miracles, " seemingly synchronistic in nature, can - and do - occur. He shows that this capacity has more to do with our being - our total orientation of character and consciousness - than with what we do. Leadership, he explains, is about creating - day by day - a domain in which human beings continually deepen their understanding of reality and are able to participate in shaping the future. He describes three basic shifts of mind required if we are to create and discover an unfolding future - shifts in how we see the world, how we understand relationships, and how we make commitments - and offers a new definition of leadership that applies to all types of leaders.

    A #1 Wall Street Journal bestseller with more than 500,000 copies sold, The Four Disciplines of Execution will radically change your business.Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it’s likely no one even noticed. What happened? Often, the answer is that the “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow. The 4 Disciplines of Execution can change that forever. The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing your most important strategic priorities in the midst of the whirlwind. By following the 4 Disciplines—Focus on the Wildly Important; Act on Lead Measures; Keep a Compelling Scoreboard; Create a Cadence of Accountability—leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams. 4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results, regardless of the goal. 4DX represents a new way to think and work that is essential to thriving in today’s competitive climate. The 4 Disciplines of Execution is one book that no business leader can afford to miss.

    Nevertheless, it’s frequently back-burnered. When asked why, managers say the number one reason is that they just don’t have time—for the meetings, the forms, the administrative hoops.But there’s a better way. And it’s surprisingly simple: frequent short conversations with employees about their career goals and options integrated seamlessly into the normal course of business. Beverly Kaye, coauthor of the bestselling Love ’Em or Lose ’Em, and Julie Winkle Giulioni identify three broad types of conversations that will increase employees’ awareness of their strengths, weaknesses, and interests; point out where their organization and their industry are headed; and help them pull all of that together to design their own up-to-the-minute, personalized career plans.Help Them Grow or Watch Them Go is filled with practical tips, guidelines, and templates, as well as nearly a hundred suggested conversation questions.