To make matters worse, Lincoln, who was elected by a minority of the popular vote, was viewed by his own advisors as nothing more than a gawky, second-rate country lawyer with no leadership experience. What Lincoln did to become our most honored and revered president is history, how he can help you to run your organization is not.Lincoln On Leadership is the first book to examine Abraham Lincoln's diverse leadership abilities and how they can be applied to today's complex world. You'll discover why you should:* Seize the initiative and never relinquish it* Wage only one war at a time* Encourage risk-taking while providing job security* Avoid issuing orders and instead - request, imply, or make suggestions* Once in a while, let things slip, unbenowst-like...and much much more.

    In this view, an attitude that combines hard work with an indefatigable drive toward excellence is the way to succeed. However, intention is viewed very differently in this book. Dr. Wayne W. Dyer has researched intention as a force in the universe that allows the act of creation to take place. This book explores intention—not as something you do—but as an energy you’re a part of. We’re all intended here through the invisible power of intention. This is the first book to look at intention as a field of energy that you can access to begin co-creating your life with the power of intention. Part I deals with the principles of intention, offering true stories and examples on ways to make the connection. Dr. Dyer identifies the attributes of the all-creating universal mind of intention as creative, kind, loving, beautiful, expanding, endlessly abundant, and receptive, explaining the importance of emulating this source of creativity. In Part II, Dr. Dyer offers an intention guide with specific ways to apply the co-creating principles in daily life. Part III is an exhilarating description of Dr. Dyer’s vision of a world in harmony with the universal mind of intention.

    At its heart are Powell's "Thirteen Rules"—notes he gathered over the years and that now form the basis of his leadership presentations given throughout the world. Powell's short but sweet rules—among them, "Get mad, then get over it" and "Share credit"—are illustrated by revealing personal stories that introduce and expand upon his principles for effective leadership: conviction, hard work, and, above all, respect for others. In work and in life, Powell writes, "it's about how we touch and are touched by the people we meet. It's all about the people."A natural storyteller, Powell offers warm and engaging parables with wise advice on succeeding in the workplace and beyond. "Trust your people," he counsels as he delegates presidential briefing responsibilities to two junior State Department desk officers. "Do your best—someone is watching," he advises those just starting out, recalling his own teenage summer job mopping floors in a soda-bottling factory.Powell combines the insights he has gained serving in the top ranks of the military and in four presidential administrations with the lessons he's learned from his immigrant-family upbringing in the Bronx, his training in the ROTC, and his growth as an Army officer. The result is a powerful portrait of a leader who is reflective, self-effacing, and grateful for the contributions of everyone he works with.Colin Powell's It Worked for Me is bound to inspire, move, and surprise readers. Thoughtful and revealing, it is a brilliant and original blueprint for leadership.

    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.

    From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.To help people uncover their talents, Gallup introduced StrengthsFinder in the 2001 management book Now, Discover Your Strengths. The book ignited a global conversation, while StrengthsFinder helped millions discover their top five talents.In StrengthsFinder 2.0, Gallup unveils the new and improved version of its popular online assessment. With hundreds of strategies for applying your strengths, StrengthsFinder 2.0 will change the way you look at yourself and the world forever.

    Start with two pushups a day, not a two-hour workout; or five deep breaths each morning rather than an hour of meditation. In Tiny Habits, B.J. Fogg brings his experience coaching more than 40,000 people to help you lose weight, de-stress, sleep better, or achieve any goal of your choice.  You just need Fogg’s behavior formula: make it easy, make it fit your life, and make it rewarding. Whenever you get in your car, take one yoga breath. Smile.  Whenever you get in bed, turn off your phone. Give yourself a high five. Change can be easy—once it starts, it grows.  Let B.J. Fogg show you exactly how.

    Unfortunately, we can’t avoid the things that stress us out, but we can change how we respond to them. In this breakthrough book, a clinical psychologist and neuroscience expert offers an original approach to help readers harness the power of positive emotions and overcome stress for good.Stress is, unfortunately, a natural part of life—especially in our busy and hectic modern times. But you don’t have to let it get in the way of your health and happiness. Studies show that the key to coping with stress is simpler than you think—it’s all about how you respond to the situations and things that stress you out or threaten to overwhelm you. The Stress-Proof Brain offers powerful, comprehensive tools based in mindfulness, neuroscience, and positive psychology to help you put a stop to unhealthy responses to stress—such as avoidance, tunnel vision, negative thinking, self-criticism, fixed mindset, and fear. Instead, you’ll discover unique exercises that provide a recipe for resilience, empowering you to master your emotional responses, overcome negative thinking, and create a more tolerant, stress-proof brain.This book will help you develop an original and effective program for mastering your emotional brain’s response to stress by harnessing the power of neuroplasticity. By creating a more stress tolerant, resilient brain, you’ll learn to shrug off the small stuff, deal with the big stuff, and live a happier, healthier life.

    As the millions who read her Girl, Wash Your Face and Girl, Stop Apologizing, attend her RISE conferences and follow her on social media know, she also wants to see you transform. When it comes to the “hard seasons” of life—the death of a loved one, divorce, loss of a job—transformation seems impossible when grief and uncertainty dominate your days. Especially when, as Didn’t See that Coming reveals, no one asks to have their future completely rearranged for them.But, as Rachel writes, it is up to you how you come through your pain—you can come through changed for the better, having learned and grown, or stuck in place where your identity becomes rooted in what hurt you. With humor, honesty and true-life stories, in Didn’t See that Coming Rachel Hollis shares how to embrace the difficult moments in life for the learning experiences they are, and that a life well-lived is one of purpose and focused on the essentials. This is a small book about big feelings, inspirational, aspirational, and an anchor that shows that darkness can co-exist with the beautiful.

    As educational leaders around the world implement Leverage Leadership ideas, their collective stories have revealed a simple framework by which the seven levers may be implemented: See It, Name It, Do It. This book aligns classic Leverage Leadership principles with this proven framework to streamline implementation and help good leaders become great. Expert discussion and real-life success stories prove that effective leadership is not about innate charisma, charm, or personality--it's about how a leader uses their time.Aimed at all levels of school leadership, this book shows you what to do, and how and when to do it. The companion DVD includes 30 real-world videos that showcase effective leadership happening in our schools right now, and all templates, tools, and other professional development materials have been fully refreshed with a renewed focus on real-world implementation. Informational, inspirational, and highly motivational, this book explores both the separate components of success and what it looks like as a whole.Learn the core principles of effective leadership Understand what success looks like on the ground Practice the seven levers of leadership that allow transformational growth Adopt the tools and techniques that facilitate a schoolwide transformation Educational leaders from a diverse array of schools around the world have found unprecedented success using the key principles detailed in Leverage Leadership, and this book is inspired -- and informed -- by their stories. Leverage Leadership 2.0 is the practical resource school leaders need to start making real change happen today.

    That’s the breakthrough message of TOMS’ One for One movement. You don’t have to be rich to give back and you don’t have to retire to spend every day doing what you love. You can find profit, passion, and meaning all at once—right now.    In Start Something That Matters, Blake Mycoskie tells the story of TOMS, one of the fastest-growing shoe companies in the world, and combines it with lessons learned from such other innovative organizations such as Method Products, charity: water, FEED Projects, and TerraCycle. Blake presents the six simple keys for creating or transforming your own life and business, from discovering your core story to being resourceful without resources; from overcoming fear and doubt to incorporating giving into every aspect of your life. No matter what kind of change you’re considering, Start Something That Matters gives you the stories, ideas, and practical tips that can help you get started.   Why this book is for you:  • You’re ready to make a difference in the world—through your own start-up business, a nonprofit organization, or a new project that you create within your current job.• You want to love your work, work for what you love, and have a positive impact on the world—all at the same time.• You’re inspired by charity: water, method, and FEED Projects and want to learn how these organizations got their start. • You’re curious about how someone who never made a pair of shoes, attended fashion school, or worked in retail created one of the fastest-growing footwear companies in the world by giving shoes away.• You’re looking for a new model of success to share with your children, students, co-workers, and members of your community. You’re ready to start something that matters.

    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.

    She uses a highly instructive and entertaining story to show how to quickly recognize any undermining questions that pop into your mind--or out of your mouth--and reframe them to achieve amazingly positive and practical results. The third edition includes a new introduction and epilogue and two powerful new tools that show how Question Thinking can dramatically improve coaching and leadership. Based on Adams's decades of research and experience, this book can make a life-transforming difference--as it already has for many thousands of people around the world.

    His family was convinced he had chosen option three: instead of attending his college graduation ceremony, he headed to India to become a monk, to meditate every day for four to eight hours, and devote his life to helping others. After three years, one of his teachers told him that he would have more impact on the world if he left the monk’s path to share his experience and wisdom with others. Heavily in debt, and with no recognizable skills on his résumé, he moved back home in north London with his parents.Shetty reconnected with old school friends—many working for some of the world’s largest corporations—who were experiencing tremendous stress, pressure, and unhappiness, and they invited Shetty to coach them on well-being, purpose, and mindfulness. Since then, Shetty has become one of the world’s most popular influencers. In 2017, he was named in the Forbes magazine 30-under-30 for being a game-changer in the world of media. In 2018, he had the #1 video on Facebook with over 360 million views. His social media following totals over 38 million, he has produced over 400 viral videos which have amassed more than 8 billion views, and his podcast, On Purpose, is consistently ranked the world’s #1 Health and Wellness podcast.In this inspiring, empowering book, Shetty draws on his time as a monk to show us how we can clear the roadblocks to our potential and power. Combining ancient wisdom and his own rich experiences in the ashram, Think Like a Monk reveals how to overcome negative thoughts and habits, and access the calm and purpose that lie within all of us. He transforms abstract lessons into advice and exercises we can all apply to reduce stress, improve relationships, and give the gifts we find in ourselves to the world. Shetty proves that everyone can—and should—think like a monk.

    Based on natural laws that govern all of creation, this book shatters the myth that success is the result of hard work, exacting plans, or driving ambition.Instead, Deepak Chopra offers a life-altering perspective on the attainment of success: When we understand our true nature and learn to live in harmony with natural law, a sense of well-being, good health, fulfilling relationships, and material abundance spring forth easily and effortlessly. Deepak Chopra is the bestselling author of numerous books and audio programs that cover every aspect of mind, body, and spirit. His groundbreaking books blend physics and philosophy, the practical and the spiritual, with dynamic results.The Seven Laws of Success distills the essence of Chopra's teachings into seven simple, yet powerful, principles that can easily be applied to create success in all areas of your life. Filled with timeless wisdom and practical steps you can apply right away, this is a book you will want to read and refer to again and again.

    We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your emotional strength and resilience--and to achieve high performance. This book will inspire you to: Thrive on pressure like an Olympic athlete Manage and overcome negative emotions by acknowledging them Plan short-term goals to achieve long-term aspirations Surround yourself with the people who will push you the hardest Use challenges to become a better leader Use creativity to move past trauma Understand the tools your mind uses to recover from setbacks. This collection of articles includes "How the Best of the Best Get Better and Better," by Graham Jones; "Crucibles of Leadership," by Warren G. Bennis and Robert J. Thomas; "Building Resilience," by Martin E.P. Seligman; "Cognitive Fitness," by Roderick Gilkey and Clint Kilts; "The Making of a Corporate Athlete," by Jim Loehr and Tony Schwartz; "Stress Can Be a Good Thing If You Know How to Use It," by Alla Crum and Thomas Crum; "How to Bounce Back from Adversity," by Joshua D. Margolis and Paul G. Stoltz; "Rebounding from Career Setbacks," by Mitchell Lee Marks, Philip Mirvis, and Ron Ashkenas; "Realizing What You're Made Of," by Glenn E. Mangurian; "Extreme Negotiations," by Jeff Weiss, Aram Donigian, and Jonathan Hughes; and "Post-Traumatic Growth and Building Resilience," by Martin Seligman and Sarah Green Carmichael.