They have answers" --The NYT)--a job-changing, outlook-changing, life-changing book that shows us how to transform our work lives and create a dream job that is meaningful without necessarily changing the job we have.Dysfunctional Belief: I'm stuck in a lousy situation (and there's nothing I can do about it).Reframe: I'm stuck in a lousy situation (and I'm finding the problems and the solutions).Bill Burnett and Dave Evans successfully taught graduate and undergraduate students at Stanford University and readers of their best-selling book, Designing Your Life ("The prototype for a happy life." --Brian Lehrer, NPR), that designers don't analyze, worry, think, complain their way forward; they build their way forward. In Designing Your Work Life, Burnett and Evans show us how design thinking can transform our present job and our experience of work in general by utilizing the designer mindsets: Curiosity. Reframing. Radical collaboration. Awareness. Bias to action. Storytelling.Dysfunctional Belief: Good enough isn't good enough.Reframe: Good enough is GREAT--for now. Burnett and Evans show us how, with tools, tips, and ideas, to enjoy what we have and to live in a state of "good enough, for now," one of the strongest, most effective reframes there is, and how this idea, once understood and accepted, can make new possibilities available, giving us the energy to enjoy the present moment and allowing us to begin to prototype possible futures. And if we want to quit? Burnett and Evans show us how to use the job we have to get the job we want (in another company), and show us as well, the art and science of quitting (leave the campsite better than we found it), using the power of the quit design to reframe how we finish our current job and get a better one. They write, as well, about how the work world is changing as the automation of work increases (hello Alexa, artificial intelligence, drones, and robots); how thinking like a designer can make us flexible, and ready to adapt to change . . .

    When people inside a company develop a shared sense of what's going on in the world, they see new opportunities faster than their competitors. They have the courage to take a risk on something new. And they have the gut-level certitude to stick with an idea that doesn't take off right away. People are Wired to Care, and many of the world's best organizations are, too. In pursuit of this idea, Patnaik takes readers inside big companies like IBM, Target, and Intel to see widespread empathy in action. But he also goes to farmers' markets and a conference on world religions. He dives deep into the catacombs of the human brain to find the biological sources of empathy. And he spends time on both sides of the political aisle, with James Carville, the Ragin' Cajun, and John McCain, a national hero, to show how empathy can give you the acuity to cut through a morass of contradictory information. Wired to Care is a compelling tale of the power that people have to see the world through each other's eyes, told with passion for the possibilities that lie ahead if leaders learn to stop worrying about their own problems and start caring about the world around them. As Patnaik notes, in addition to its considerable economic benefits, increasing empathy for the people you serve can have a personal impact, as well: It just might help you to have a better day at work.

    It's only because they like me. I was in the right place at the right time. I just work harder than the others. I don't deserve this. It's just a matter of time before I am found out. Someone must have made a terrible mistake. If you are a working woman, chances are this inter­nal monologue sounds all too familiar. And you're not alone. From the high-achieving Ph.D. candidate convinced she's only been admitted to the program because of a clerical error to the senior executive who worries others will find out she's in way over her head, a shocking number of accomplished women in all ca­reer paths and at every level feel as though they are faking it--impostors in their own lives and careers.While the impostor syndrome is not unique to women, women are more apt to agonize over tiny mistakes, see even constructive criticism as evi­dence of their shortcomings, and chalk up their accomplishments to luck rather than skill. They often unconsciously overcompensate with crippling perfec­tionism, overpreparation, maintaining a lower pro­file, withholding their talents and opinions, or never finishing important projects. When they do succeed, they think, Phew, I fooled 'em again. An internationally known speaker, Valerie Young has devoted her career to understanding women's most deeply held beliefs about themselves and their success. In her decades of in-the-trenches research, she has uncovered the often surprising reasons why so many accomplished women experience this crushing self-doubt.In The Secret Thoughts of Successful Women, Young gives these women the solution they have been seek­ing. Combining insightful analysis with effective ad­vice and anecdotes, she explains what the impostor syndrome is, why fraud fears are more common in women, and how you can recognize the way it mani­fests in your life.

    This book is one of those stories - about a manager and his mentor. It offers unique encouragement and direction that will help you become a better manager, employee, and person.

    Christensen). We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself.HBR's 10 Must Reads on Managing Yourself will inspire you to:Stay engaged throughout your 50+-year work lifeTap into your deepest valuesSolicit candid feedbackReplenish physical and mental energyBalance work, home, community, and selfSpread positive energy throughout your organizationRebound from tough timesDecrease distractibility and frenzyDelegate and develop employees' initiativeThis collection of best-selling articles includes: bonus article “How Will You Measure Your Life?” by Clayton M. Christensen, "Managing Oneself," "Management Time: Who's Got the Monkey?" "How Resilience Works," "Manage Your Energy, Not Your Time," "Overloaded Circuits: Why Smart People Underperform," "Be a Better Leader, Have a Richer Life," "Reclaim Your Job," "Moments of Greatness: Entering the Fundamental State of Leadership," "What to Ask the Person in the Mirror," and "Primal Leadership: The Hidden Driver of Great Performance."

    With his inimitable ability to translate complex foreign policy and economic issues, Friedman explains how the flattening of the world happened at the dawn of the 21st century; what it means to countries, companies, communities and individuals; and how governments and societies can, and must, adapt.

      The path to fulfillment, whether at work or at home, is almost never a straight line. Ask anyone who has achieved their biggest goals or who thrives in their relationships, and you’ll hear stories of many unexpected detours along the way. What separates those who rise to these challenges and those who get derailed? The answer is agility—emotional agility.Emotional agility is a four-step approach that allows us to navigate life’s twists and turns with self-acceptance, clear-sightedness, and an open mind. In her more than twenty years of research, Susan David has found that no matter how intelligent, resilient, or creative people are, when they ignore how situations or interactions make them feel, they miss opportunities to gain insight, getting hooked by thoughts, emotions, and habits that prevent them from reaching their full potential. Emotionally agile people experience the same stresses and setbacks as anyone else, but they know how to adapt, aligning their actions with their values and making small changes that lead to a life of growth.Drawing on her extensive professional research, her international consulting work, and her own experiences growing up in Apartheid-era South Africa and losing her father at a young age, David shows how anyone can become more emotionally agile and thrive in an uncertain world. Written with authority, wit, and empathy, Emotional Agility will help you live your most successful life, whoever you are and whatever you face. Take the FREE Emotional Agility Insights Quiz here: https://bitly.com/ea-quiz

    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 this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job—and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss—clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs—you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship—including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, Managing Your Boss enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.

    Drawing on Lopp's management experiences at Apple, Netscape, Symantec, and Borland, this book is full of stories based on companies in the Silicon Valley where people have been known to yell at each other. It is a place full of dysfunctional bright people who are in an incredible hurry to find the next big thing so they can strike it rich and then do it all over again. Among these people are managers, a strange breed of people who through a mystical organizational ritual have been given power over your future and your bank account.Whether you're an aspiring manager, a current manager, or just wondering what the heck a manager does all day, there is a story in this book that will speak to you.

    It is a deeply reported and researched, honest and often hilarious journey from feeling that, as one character in the book said, time is like a "rabid lunatic" running naked and screaming as your life flies past you, to understanding the historical and cultural roots of the overwhelm, how worrying about all there is to do and the pressure of feeling like we're never have enough time to do it all, or do it well, is "contaminating" our experience of time, how time pressure and stress is resculpting our brains and shaping our workplaces, our relationships and squeezing the space that the Greeks said was the point of living a Good Life: that elusive moment of peace called leisure.Author Brigid Schulte, an award-winning journalist for the Washington Post - and harried mother of two - began the journey quite by accident, after a time-use researcher insisted that she, like all American women, had 30 hours of leisure each week. Stunned, she accepted his challenge to keep a time diary and began a journey that would take her from the depths of what she described as the Time Confetti of her days to a conference in Paris with time researchers from around the world, to North Dakota, of all places, where academics are studying the modern love affair with busyness, to Yale, where neuroscientists are finding that feeling overwhelmed is actually shrinking our brains, to exploring new lawsuits uncovering unconscious bias in the workplace, why the US has no real family policy, and where states and cities are filling the federal vacuum.She spent time with mothers drawn to increasingly super intensive parenting standards, and mothers seeking to pull away from it. And she visited the walnut farm of the world's most eminent motherhood researcher, an evolutionary anthropologist, to ask, are mothers just "naturally" meant to be the primary parent? The answer will surprise you.Along the way, she was driven by two questions, Why are things the way they are? and, How can they be better? She found real world bright spots of innovative workplaces, couples seeking to shift and share the division of labor at home and work more equitably and traveled to Denmark, the happiest country on earth, where fathers - and mothers - have more pure leisure time than parents in other industrial countries. She devoured research about the science of play, why it's what makes us human, and the feminist leisure research that explains why it's so hard for women to allow themselves to. The answers she found are illuminating, perplexing and ultimately hopeful. The book both outlines the structural and policy changes needed - already underway in small pockets - and mines the latest human performance and motivation science to show the way out of the overwhelm and toward a state that time use researchers call ... Time Serenity.

    In today's corporate upheaval, a new business paradigm is evolving. While many CEOs are being exposed for their greed, truly visionary leaders believe in a goal that benefits themselves as well as others. They realize that it is their vision and soul that attract loyal employees willing to go above and beyond the call of corporate duty. And their employees are realizing the same thing: while 80 percent of adults claim they'd work even if they didn't have to, the majority of them can hardly wait to leave their jobs and get home.Good Business starts with the premise that this is an age in which business and work have replaced religion and politics as central forces in contemporary life. The book reveals how business leaders, managers, and even employees can find their flow and contribute not only to their own happiness, but also to a just and evolving society. It identifies the factors crucial to the operation of a good business: trust, the commitment to fostering the personal growth of employees, and the dedication to creating a product that helps mankind. Good Business is sure to become a must-read text for anyone who values the positive contributions of individuals in the changing world of business.

    From his youth as the son of a French Canadian blacksmith to the thrilling, ambitious climbing expeditions that inspired his innovative designs for the sport's equipment, Let My People Go Surfing is the story of a man who brought doing good and having grand adventures into the heart of his business life-a book that will deeply affect entrepreneurs and outdoor enthusiasts alike.

    Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want?To Horowitz, culture is how a company makes decisions. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake.What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture.Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture.What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted?Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

    We’re a little taller or shorter than the average, our salary is a bit higher or lower than the average, and we wonder about who it is that is buying the average-priced home. All around us, we think, are the average people—with the average height, the average salary and the average house.But the average doesn’t just influence how we see ourselves—our entire social system has been built around this average-size-fits-all model. Schools are designed for the average student. Healthcare is designed for the average patient. Employers try to fill average job descriptions with employees on an average career trajectory. Our government implements programs and initiatives to serve the average person. For more than a century, we’ve believed that the best way to run our institutions is by focusing on the average person. But when you actually drill down into the numbers, you find an amazing fact: no one is average—which means that our society built for everyone is actually serving no one.In the 1950s, the American Air Force found itself with a massive problem—performance in expensive, custom-made planes was suffering terribly, with crashes peaking at seventeen in a single day. Since the state-of-the-art planes they were flying had been meticulously crafted to fit the average pilot, pilot error was assumed to be at fault. Until, that is, the Air Force investigated just how many of their pilots were actually average. The shocking answer: out of thousands of active-duty pilots, exactly zero were average. Not one. This discovery led to simple solutions (like adjustable seats) that dramatically reduced accidents, improved performance, and expanded the pool of potential pilots. It also led to a huge change in thinking: planes didn’t need to be designed for everyone—they needed to be designed so they could adapt to suit the individual flying them.The End of Average shows how success lies in customizing to our individual needs in all aspects of our lives, from the way we mark tests to the medical treatment we receive. Using principles from The Science of the Individual, it shows how we can break down the average to create individualized success that benefits everyone in the long run. It's time we stopped settling for average, and in The End of Average, Todd Rose will show you how.