I always have. To me it’s very simple: If you’re going to be thinking anyway, you might as well think big.”—Donald J. Trump  Here is Trump in action—how he runs his business and how he runs his life—as he meets the people he needs to meet, chats with family and friends, clashes with enemies, and changes the face of the New York City skyline. But even a maverick plays by rules, and Trump has formulated eleven guidelines for success. He isolates the common elements in his greatest deals; he shatters myths; he names names, spells out the zeros, and fully reveals the deal-maker’s art. And throughout, Trump talks—really talks—about how he does it. Trump: The Art of the Deal is an unguarded look at the mind of a brilliant entrepreneur and an unprecedented education in the practice of deal-making. It’s the most streetwise business book there is—and the ultimate read for anyone interested in achieving money and success, and knowing the man behind the spotlight.

    It is a collection of adages and advice presented in Poor Richard's Almanac during its first 25 years of publication, organized into a speech given by "Father Abraham" to a group of people. Many of the phrases Father Abraham quotes continue to be familiar today. The essay's advice is based on the themes of work ethic and frugality. Some phrases from the almanac quoted in "The Way to Wealth" include: "There are no gains, without pains" "One today is worth two tomorrows" "A life of leisure and a life of laziness are two things" "Get what you can, and what you get hold" "Sloth, like rust, consumes faster than labor wears, while the used key is always bright" "Have you somewhat to do tomorrow, do it today" "The eye of a master will do more work than both his hands" "Early to bed, and early to rise, makes a man healthy, wealthy and wise" "For want of a nail..."

    In this fascinating inside story, Guy Spier details his career from Harvard MBA to hedge fund manager. But the path was not so straightforward. Spier reveals his transformation from a Gordon Gekko wannabe, driven by greed, to a sophisticated investor who enjoys success without selling his soul to the highest bidder. Spier's journey is similar to the thousands that flock to Wall Street every year with their shiny new diplomas, aiming to be King of Wall Street. Yet what Guy realized just in the nick of time was that the King really lived 1,500 miles away in Omaha, Nebraska. Spier determinedly set out to create a new career in his own way. Along the way he learned some powerful lessons which include: why the right mentors and partners are critical to long term success on Wall Street; why a topnotch education can sometimes get in the way of your success; that real learning doesn't begin until you are on your own; and how the best lessons from Warren Buffett have less to do with investing and more to do with being true to yourself. Spier also reveals some of his own winning investment strategies, detailing deals that were winners but also what he learned from deals that went south. Part memoir, part Wall Street advice, and part how-to, Guy Spier takes readers on a ride through Wall Street but more importantly provides those that want to take a different path with the insight, guidance, and inspiration they need to carve out their own definition of success.

    In Screw It, Let's Do It, I will share with you my ideas and the secrets of my success, but not simply because I hope they'll help you achieve your individual goals. Today we are increasingly aware of the effects of our actions on the environment, and I strongly believe that we each have a responsibility, as individuals and organisations, to do no harm. I will draw on Gaia Capitalism to explain why we need to take stock of how we may be damaging the environment, and why it is up to big companies like Virgin to lead the way in a more holistic approach to business. In Screw It, Let's Do It I'll be looking forwards to the future. A lot has changed since I founded Virgin in 1968, and I'll explain how I intend to take my business and my ideas to the next level and the new and exciting areas - such as launching Virgin Fuels - into which Virgin is currently moving. But I have also brought together all the important lessons, good advice and inspirational adages that have helped me along the road to success. Ironically, I have never been one to do things by the book, but I have been inspired and influenced by many remarkable people. I hope that you too might find a little inspiration between these pages.

    In The 50th Law, hip hop and pop culture icon 50 Cent (aka Curtis Jackson) joins forces with Robert Greene, bestselling author of The 48 Laws of Power, to write a bible for success in life and work based on a single principle: fear nothing.With intimate stories from 50 Cent's life on the streets and in the boardroom as he rose to fame after the release of his album Get Rich or Die Tryin, as well as examples of others who have overcome adversity through understanding and practicing The 50th Law, this deeply inspirational book is perfect for entrepreneurs as well as anyone interested in the extraordinary life of Curtis Jackson.

    The success of Starbucks Coffee Company is one of the most amazing business stories in decades. What started as a single store on Seattle's waterfront has grown into a company with over sixteen hundred stores worldwide and a new one opening every single business day. Just as remarkable as this incredible growth is the fact that Starbucks has managed to maintain its renowned commitment to product excellence and employee satisfaction. Marketers, managers, and aspiring entrepreneurs will discover how to turn passion into profit in this definitive chronicle of the company that "has changed everything... from our tastes to our language to the face of Main Street" (Fortune).

    Written in conjunction with Samuel Crowther, "My Life and Work" chronicles the rise and success of one of the greatest American entrepreneurs and businessmen. Henry Ford and the Ford Motor Company will forever be identified with early 20th century American industrialism. The innovations to business and direct impact on the American economy of Henry Ford and his company are immeasurable. His story is brilliantly chronicled in this classic American biography.

    Part 1 is about the purpose and importance of having principles in general, having nothing to do with mine. Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my management principles as they are being lived out at Bridgewater. Since my management principles are simply my most fundamental life principles applied to management, reading Part 2 will help you to better understand Part 3, but it’s not required—you can go directly to Part 3 to see what my management principles are and how Bridgewater has been run. One day I’d like to write a Part 4 on my investment principles. If you are looking to get the most bang for your buck (i.e., understanding for the effort), I suggest that you read Parts 1 and 2, and the beginning of Part 3 (through the Summary and Table of Principles) which will give you nearly the whole picture. It’s only about 55 pages of a normal size book. Above all else, I want you to think for yourself—to decide 1) what you want, 2) what is true and 3) what to do about it. I want you to do that in a clear-headed thoughtful way, so that you get what you want. I wrote this book to help you do that. I am going to ask only two things of you—1) that you be open-minded and 2) that you honestly answer some questions about what you want, what is true and what you want to do about it. If you do these things, I believe that you will get a lot out of this book. If you can’t do these things, you should reflect on why that is, because you probably have discovered one of your greatest impediments to getting what you want out of life.

    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.

    Roosevelt expresses her philosophy of life by relating the experiences which have enabled her to cope with personal and public responsibilities.

    rarely had time to answer his critics. But on April 16, 1963, he was confined to the Birmingham jail, serving a sentence for participating in civil rights demonstrations. "Alone for days in the dull monotony of a narrow jail cell," King pondered a letter that fellow clergymen had published urging him to drop his campaign of nonviolent resistance and to leave the battle for racial equality to the courts. In response, King drafted his most extensive and forceful written statement against social injustice - a remarkable essay that focused the world's attention on Birmingham and spurred the famous March on Washington. Bristling with the energy and resonance of his great speeches, Letter from the Birmingham Jail is both a compelling defense of nonviolent demonstration and a rallying cry for an end to social discrimination that is just as powerful today as it was more than twenty years ago.

    cofounder Raj Sisodia argue for the inherent good of both business and capitalism. Featuring some of today’s best-known companies, they illustrate how these two forces can—and do—work most powerfully to create value for all stakeholders: including customers, employees, suppliers, investors, society, and the environment.These "�Conscious Capitalism" companies include Whole Foods Market, Southwest Airlines, Costco, Google, Patagonia, The Container Store, UPS, and dozens of others. We know them; we buy their products or use their services. Now it’s time to better understand how these organizations use four specific tenets—higher purpose, stakeholder integration, conscious leadership, and conscious culture and management—to build strong businesses and help advance capitalism further toward realizing its highest potential.As leaders of the Conscious Capitalism movement, Mackey and Sisodia argue that aspiring leaders and business builders need to continue on this path of transformation—for the good of both business and society as a whole.At once a bold defense and reimagining of capitalism and a blueprint for a new system for doing business grounded in a more evolved ethical consciousness, this book provides a new lens for individuals and companies looking to build a more cooperative, humane, and positive future.

    Giving is an inspiring look at how each of us can change the world. First, it reveals the extraordinary and innovative efforts now being made by companies and organizations—and by individuals—to solve problems and save lives both “down the street and around the world.” Then it urges us to seek out what each of us, “regardless of income, available time, age, and skills,” can do to help, to give people a chance to live out their dreams.Bill Clinton shares his own experiences and those of other givers, representing a global flood tide of nongovernmental, nonprofit activity. These remarkable stories demonstrate that gifts of time, skills, things, and ideas are as important and effective as contributions of money. From Bill and Melinda Gates to a six-year-old California girl named McKenzie Steiner, who organized and supervised drives to clean up the beach in her community, Clinton introduces us to both well-known and unknown heroes of giving. Among them:Dr. Paul Farmer, who grew up living in the family bus in a trailer park, vowed to devote his life to giving high-quality medical care to the poor and has built innovative public health-care clinics first in Haiti and then in Rwanda;a New York couple, in Africa for a wedding, who visited several schools in Zimbabwe and were appalled by the absence of textbooks and school supplies. They founded their own organization to gather and ship materials to thirty-five schools. After three years, the percentage of seventh-graders who pass reading tests increased from 5 percent to 60 percent;'Oseola McCarty, who after seventy-five years of eking out a living by washing and ironing, gave $150,000 to the University of Southern Mississippi to endow a scholarship fund for African-American students;Andre Agassi, who has created a college preparatory academy in the Las Vegas neighborhood with the city’s highest percentage of at-risk kids. “Tennis was a stepping-stone for me,” says Agassi. “Changing a child’s life is what I always wanted to do”;Heifer International, which gave twelve goats to a Ugandan village. Within a year, Beatrice Biira’s mother had earned enough money selling goat’s milk to pay Beatrice’s school fees and eventually to send all her children to school—and, as required, to pass on a baby goat to another family, thus multiplying the impact of the gift.Clinton writes about men and women who traded in their corporate careers, and the fulfillment they now experience through giving. He writes about energy-efficient practices, about progressive companies going green, about promoting fair wages and decent working conditions around the world. He shows us how one of the most important ways of giving can be an effort to change, improve, or protect a government policy. He outlines what we as individuals can do, the steps we can take, how much we should consider giving, and why our giving is so important.Bill Clinton’s own actions in his post-presidential years have had an enormous impact on the lives of millions. Through his foundation and his work in the aftermath of the Asian tsunami and Hurricane Katrina, he has become an international spokesperson and model for the power of giving.“We all have the capacity to do great things,” President Clinton says. “My hope is that the people and stories in this book will lift spirits, touch hearts, and demonstrate that citizen activism and service can be a powerful agent of change in the world.”

    The result is a radical interrogation of work, leisure, and capitalism. Described by The New York Times as a writer who "advances from all sides, like a chess player," Biss brings her approach to the lived experience of capitalism. Ranging from IKEA to Beyoncé to Pokemon, across bars and laundromats and universities, she asks, of both herself and her class, "In what have we invested?"

    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.