Morale had deteriorated, competition was more intense, and technology was changing faster than at any time in the company's history. "I knew there was nothing to be gained from arguing over the past," Iger writes. "The only thing that mattered was the future, and I believed I had a clear idea of the direction Disney needed to go." It came down to three clear ideas: 1) Create the highest quality content Disney could produce. 2) Embrace and adopt technology instead of fighting it. And 3) Think bigger--think global--and turn Disney into a stronger brand in international markets.Twelve years later, Disney is the largest, most respected media company in the world counting Pixar, Marvel, Lucasfilm and 21st Century Fox among its properties. Its value is nearly five times what it was when Iger took over, and Iger is recognized as one of the most innovative and successful CEOs of our time.Now, he's sharing the lessons he's learned while running Disney and leading its 200,000 employees--taking big risks in the face of historic disruption; learning to inspire the people who work for you; leading with fairness and communicating principles clearly. This book is about the relentless curiosity that has driven Iger for forty-five years, since the day he started as a studio supervisor at ABC. It's also about thoughtfulness and respect, and a decency-over-dollars approach that has become the bedrock of every project and partnership Iger pursues, from a deep friendship with Steve Jobs in his final years to an abiding love of the evolving Star Wars myth."Over the past fourteen years, I think I've learned so much about what real leadership is," Iger writes. "But I couldn't have articulated all of this until I lived it. You can't fake it--and that's one of the key lessons in this book."Librarian Note: This is an Advance Reader Copy issued with ISBN 9780399592096. That ISBN has been moved to the final published copy, found here

    No modern coach, in any sport, understands that bet­ter than NFL veteran Tom Coughlin. He led the New York Giants to two Super Bowl vic­tories with his system of relentless preparation and old-school resilience. He teaches his players that you can never guarantee a win, but you can always earn the right to win—with focus, consistency, hard work, and anticipation of obstacles. And if you’ve earned the right to win, you can sleep soundly before a big game and take the field with confidence. Now Coughlin shares his best advice and anecdotes and shows how they apply beyond the gridiron. His philosophy focuses on mental preparation and con­sistency in the face of adversity. And his direct, honest wisdom can help leaders in any field rev up their own organizations. Coughlin’s lessons include:Using time efficiently, both in making and sticking to a schedule and planning for the long-termPreparing for unexpected opportunities and building flexibility into your game planPaying close attention to the details, because every piece of information is an advantage over the competitionEstablishing trust and open communication with your teamCoughlin illustrates his lessons with previously untold stories about prominent players like Eli Manning, Doug Flutie, and Michael Strahan. Earn the Right to Win can help you master a winning combination: preparation, smart decision making, and toughness in the face of adversity. It’s a powerful guide for leaders in any kind of organization.

    The irascible and often terrifying Coach Fitz put the ball in his hand with the game on the line and managed to convey such confident trust in Lewis's ability that the boy had no choice but to live up to it. "I didn't have words for it then, but I do now: I am about to show the world, and myself, what I can do." The coach's message was not simply about winning but about self-respect, sacrifice, courage, and endurance. In some ways, and now thirty years later, Lewis still finds himself trying to measure up to what Coach Fitz expected of him.

    It was a sacrifice he was willing to make to give it his best shot at becoming a comedian. After several months of this lifestyle-washing in public bathrooms, eating fast food-he had considered giving up. Before calling his mother to ask if he could stay with her, he checked his voicemail. The Apollo Theatre wanted him to perform! Great opportunity, but Steve did not have enough money for gas to get from Tennessee to New York. He prayed about it, as he was too proud to ask for money. The following day he had a message from a club in Florida. The audience loved him so much they asked Steve back for a second night. The gig provided him enough money to fly to New York. Although he had no place to stay, walking around all night with a bag that held everything that he owned, it did not get him down. In his new book, Act Like a Success, Think Like a Success, Steve explains this as a “Pushback, Pushforward” moment. He believes we all have these kinds of situations in life when we have to make a conscious decision to move forward with our dream or walk away. He also believes that anyone aspiring for a better life should be prepared for accidents. This means that one should constantly work on developing their gift, the gift that God has given each of us, so that when opportunities arise we will be ready. Steve addresses discipline-sleeping a maximum of five hours a night. Anyone who sleeps more is not serious about getting the rewards life has to offer. He also discusses concepts of work versus effort and rich versus success. He focuses on taking the lid off the jar. In other words, remove messages from yourself and others that will limit dreams.Act Like a Success, Think Like a Success is a book about success that is rich with anecdotes from Steve’s life—from sleeping in his car to becoming the $40 million dollar man! This invaluable guide is written for everyone, whether you are just beginning your career or are well situated in the c-suite.

    Legacy is a unique, inspiring handbook for leaders in all fields, and asks: What are the secrets of success – sustained success? How do you achieve world-class standards, day after day, week after week, year after year? How do you handle pressure? How do you train to win at the highest level? What do you leave behind you after you’re gone?What will be your legacy?

    This book is designed for those new (or early stage) to entrepreneurship or those who have watched from afar and have wanted/wished to join in, but the fear of the unknown has kept them stupefied and in paralysis. This book will detail the worst (which is not so scary after all) and the best (which is absolutely thrilling) of being in business for yourself and give you the essential skills to be successful (preventing the 66% death rate). The focus of the book is on the emotional journey one takes when they step onto the wild ride of entrepreneurship. It’s meant to warn (forthcoming fears, doubts and self-defeating conditioning of past/upbringing), inoculate (from the naysayers, dream stealers and pains of rejection and failure) and guide them (building those undeveloped skills of independence, self-motivation and self-accountability) safely past the landmines that blow up (cause failure) of 66% of all new businesses.

    Forty years later, Bridgewater has made more money for its clients than any other hedge fund in history and grown into the fifth most important private company in the United States, according to Fortune magazine. Dalio himself has been named to Time magazine’s list of the 100 most influential people in the world. Along the way, Dalio discovered a set of unique principles that have led to Bridgewater’s exceptionally effective culture, which he describes as “an idea meritocracy that strives to achieve meaningful work and meaningful relationships through radical transparency.” It is these principles, and not anything special about Dalio—who grew up an ordinary kid in a middle-class Long Island neighborhood—that he believes are the reason behind his success.In Principles, Dalio shares what he’s learned over the course of his remarkable career. He argues that life, management, economics, and investing can all be systemized into rules and understood like machines. The book’s hundreds of practical lessons, which are built around his cornerstones of “radical truth” and “radical transparency,” include Dalio laying out the most effective ways for individuals and organizations to make decisions, approach challenges, and build strong teams. He also describes the innovative tools the firm uses to bring an idea meritocracy to life, such as creating “baseball cards” for all employees that distill their strengths and weaknesses, and employing computerized decision-making systems to make believability-weighted decisions. While the book brims with novel ideas for organizations and institutions, Principles also offers a clear, straightforward approach to decision-making that Dalio believes anyone can apply, no matter what they’re seeking to achieve.Here is a rare opportunity to gain proven advice unlike anything you’ll find in the conventional business press.

    However well intentioned they may be, leaders who deceive themselves always end up undermining their own performance.This straightforward book explains how leaders can discover their own self-deceptions and learn how to escape destructive patterns. The authors demonstrate that breaking out of these patterns leads to improved teamwork, commitment, trust, communication, motivation, and leadership.

    The One Thing explains the success habit to overcome the six lies that block our success, beat the seven thieves that steal time, and leverage the laws of purpose, priority, and productivity.

    Loaded with candid personal anecdotes, hard-hitting advice, and invaluable dos and don’ts, Jack explains his theory of business, by laying out the four most important principles that form the foundation of his success.Chapters include: How to Get Promoted, How to Think about Strategy, How to Write a Budget that Works, How to Work for a Jerk, How Find Work-Life Balance and How Start Something New. Enlivened by quotes from business leaders that Welch interviewed especially for the book, it’s a tour de force that reflects Welch’s mastery of execution, excellence and leadership.

    Pat Summitt, head coach of the Tennessee Lady Vols, is a phenomenon in women's basketball.  Her ferociously competitive teams have won three NCAA championships in a row--1996, 1997, and 1998.  The 1997-98 Lady Vols posted a historic 39-0 record, prompting the New York Times, among many others, to proclaim them "the best women's college team ever." Now, in this groundbreaking motivational book, Pat Summitt presents her formula for success, which she calls the "Definite Dozen System." In each of the book's twelve chapters, Summitt talks about one of the system's principles--such as responsibility, discipline, and loyalty--and shows how you apply it to your own situation.  Along the way, she uses her own remarkable story as a vehicle for explaining how anyone can transform herself through ambition.  Pat Summitt will motivate you to achieve in sports, business, and the most important game of all--life.

    New York Times BestsellerWhen Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value.Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often.Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important.Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

    Army.Duke University's head basketball coach Mike Krzyzewski has proved himself a leader both on and off the court. He's led the Duke Blue Devils to five straight Final Four appearances, culminating in back-to-back championships in 1991 and '92. He has received five National Coach of the Year Awards—and many of the players he coached in college have gone on to NBA stardom.From sportsmanship to respect, Leading with the Heart is a genuine gift from a coach who knows how to lead with heart.

    Arianna Huffington's personal wake-up call came in the form of a broken cheekbone and a nasty gash over her eye -- the result of a fall brought on by exhaustion and lack of sleep. As the cofounder and editor-in-chief of the Huffington Post Media Group -- one of the fastest growing media companies in the world -- celebrated as one of the world's most influential women, and gracing the covers of magazines, she was, by any traditional measure, extraordinarily successful. Yet as she found herself going from brain MRI to CAT scan to echocardiogram, to find out if there was any underlying medical problem beyond exhaustion, she wondered is this really what success feels like? As more and more people are coming to realize, there is far more to living a truly successful life than just earning a bigger salary and capturing a corner office. Our relentless pursuit of the two traditional metrics of success -- money and power -- has led to an epidemic of burnout and stress-related illnesses, and an erosion in the quality of our relationships, family life, and, ironically, our careers. In being connected to the world 24/7, we're losing our connection to what truly matters. Our current definition of success is, as Thrive shows, literally killing us. We need a new way forward. In a commencement address Arianna gave at Smith College in the spring of 2013, she likened our drive for money and power to two legs of a three-legged stool. They may hold us up temporarily, but sooner or later we're going to topple over. We need a third leg -- a third metric for defining success -- to truly thrive. That third metric, she writes in Thrive, includes our well-being, our ability to draw on our intuition and inner wisdom, our sense of wonder, and our capacity for compassion and giving. As Arianna points out, our eulogies celebrate our lives very differently from the way society defines success. They don't commemorate our long hours in the office, our promotions, or our sterling PowerPoint presentations as we relentlessly raced to climb up the career ladder. They are not about our resumes -- they are about cherished memories, shared adventures, small kindnesses and acts of generosity, lifelong passions, and the things that made us laugh. In this deeply personal book, Arianna talks candidly about her own challenges with managing time and prioritizing the demands of a career and raising two daughters -- of juggling business deadlines and family crises, a harried dance that led to her collapse and to her "aha moment." Drawing on the latest groundbreaking research and scientific findings in the fields of psychology, sports, sleep, and physiology that show the profound and transformative effects of meditation, mindfulness, unplugging, and giving, Arianna shows us the way to a revolution in our culture, our thinking, our workplace, and our lives.

    It's not the star.It's not money. It's not a strategy.It's something else entirely.Several years ago, Sam Walker set out to answer one of the most hotly debated questions in sports: What are the greatest teams of all time? He devised a formula, then applied it to thousands of teams from leagues all over the world, from the NBA to the English Premier League to Olympic field hockey. When he was done, he had a list of the sixteen most dominant teams in history. At that point, he became obsessed with another, more complicated question: What did these freak teams have in common?As Walker dug into their stories, a pattern emerged: Each team had the same type of captain--a singular leader with an unconventional skill set who drove it to achieve sustained, historic greatness.Fueled by a lifetime of sports spectating, twenty years of reporting, and a decade of painstaking research, The Captain Class tells the surprising story of what makes teams exceptional. Drawing on original interviews with athletes from two dozen countries, as well as general managers, coaches, executives, and others skilled at building teams, Walker identifies the seven core qualities of this Captain Class--from extreme doggedness and emotional control to a knack for nonverbal communication to tactical aggression and the courage to stand apart.Told through riveting accounts of some of the most pressure-soaked moments in sports history--from Bill Russell's legendary "Coleman Play" in the 1957 NBA Finals to Barcelona's "Figo Game" against Real Madrid in 2000--The Captain Class doesn't just bring these events to life; it presents a fresh, counterintuitive take on leadership that can be applied to a wide spectrum of competitive disciplines.The men and women who make up the Captain Class were never the most skilled athletes, nor were they gifted orators or paragons of sportsmanship. They were often role players who were allergic to the spotlight. In short, the seven attributes they shared challenge your assumptions of what inspired leadership looks like.