you teach guys and gals about leadership and you've helped not only military guys but families." - Megyn Kelly"You show in the book how to motivate... thanks for writing the book Extreme Ownership." Bill O'Reilly"[Jocko] is the co-author of an incredible new book - which I've been loving. Trust me. Buy it." - Tim Ferriss"This is a life-learning lesson for everyone... the book is awesome." - Sean HannitySent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, they learned that leadership—at every level—is the most important factor in whether a team succeeds or fails.Willink and Babin returned home from deployment and instituted SEAL leadership training that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields.Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment.A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win.

    Longer training, ever more advanced technologies—neither seems to prevent grievous errors. But in a hopeful turn, acclaimed surgeon and writer Atul Gawande finds a remedy in the humblest and simplest of techniques: the checklist. First introduced decades ago by the U.S. Air Force, checklists have enabled pilots to fly aircraft of mind-boggling sophistication. Now innovative checklists are being adopted in hospitals around the world, helping doctors and nurses respond to everything from flu epidemics to avalanches. Even in the immensely complex world of surgery, a simple ninety-second variant has cut the rate of fatalities by more than a third.In riveting stories, Gawande takes us from Austria, where an emergency checklist saved a drowning victim who had spent half an hour underwater, to Michigan, where a cleanliness checklist in intensive care units virtually eliminated a type of deadly hospital infection. He explains how checklists actually work to prompt striking and immediate improvements. And he follows the checklist revolution into fields well beyond medicine, from disaster response to investment banking, skyscraper construction, and businesses of all kinds.An intellectual adventure in which lives are lost and saved and one simple idea makes a tremendous difference, The Checklist Manifesto is essential reading for anyone working to get things right.

    In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people (and living and working with them) is found in the space between their ears. "If people are being paid to think," he writes, "isn't it time the business world found out what the thing doing the work, the brain, is all about?" Supported by the latest groundbreaking research, Quiet Leadership provides a brain-based approach that will help busy leaders, executives, and managers improve their own and their colleagues' performance. Rock offers a practical, six-step guide to making permanent workplace performance change by unleashing higher productivity, new levels of morale, and greater job satisfaction.

    If we can just find that great job, win that next promotion, lose those five pounds, happiness will follow. But recent discoveries in the field of positive psychology have shown that this formula is actually backward: Happiness fuels success, not the other way around. When we are positive, our brains become more engaged, creative, motivated, energetic, resilient, and productive at work. This isn’t just an empty mantra. This discovery has been repeatedly borne out by rigorous research in psychology and neuroscience, management studies, and the bottom lines of organizations around the globe.             In The Happiness Advantage, Shawn Achor, who spent over a decade living, researching, and lecturing at Harvard University, draws on his own research—including one of the largest studies of happiness and potential at Harvard and others at companies like UBS and KPMG—to fix this broken formula. Using stories and case studies from his work with thousands of Fortune 500 executives in 42 countries, Achor explains how we can reprogram our brains to become more positive in order to gain a competitive edge at work.             Isolating seven practical, actionable principles that have been tried and tested everywhere from classrooms to boardrooms, stretching from Argentina to Zimbabwe, he shows us how we can capitalize on the Happiness Advantage to improve our performance and maximize our potential. Among the principles he outlines:      • The Tetris Effect: how to retrain our brains to spot patterns of possibility, so we can see—and seize—opportunities wherever we look.    • The Zorro Circle: how to channel our efforts on small, manageable goals, to gain the leverage to gradually conquer bigger and bigger ones.    • Social Investment: how to reap the dividends of investing in one of the greatest predictors of success and happiness—our social support network  A must-read for everyone trying to excel in a world of increasing workloads, stress, and negativity, The Happiness Advantage isn’t only about how to become happier at work. It’s about how to reap the benefits of a happier and more positive mind-set to achieve the extraordinary in our work and in our lives.From the Hardcover edition.

    This smart and pithy book focuses on a simple though vexing challenge: How can the leaders of an organization exhort their people to deliver on the most important goals?....It's rare to find a book like this that blends smart practice with intelligent articulation of how to get things done. Do yourself a favor. Buy it." --The Boston Globe"Making all of the moving parts of an organization function smoothly together is just plain hard work. By describing how he has done it, Mr. Bossidy has come up with a valuable and practical management guide that is must-reading for everyone who cares about business." --The New York Times"If you want to be a CEO--or if you are a CEO and want to keep your job--read Execution and put its principles to work." --Michael Dell, chairman and CEO, Dell Computer Corp."A how-to book for the can-do boss....If even half the corporations in America pondered their suggestions, the economy would be in much better shape. Moreover, Bossidy and Charan boast an impressive enough track record that anyone who wants to stay sharp at the helm will welcome their assistance." --BusinessWeek"Sound, practical advice on how to make things happen." --Ralph S. Larsen, chairman and CEO, Johnson & Johnson"Here's the real deal.... This is no-nonsense stuff.... The leaders who sweat the small stuff, hire the right people, make the tough decisions and stick around to see that they're carried out are the real winners.... Forget the swarmy memoirs, cheesy parables, advice for idiots, and leadership secrets of despots and barbarians. Getting it done is, according to Bossidy and Charan, the only way to grow." --The Miami Herald"Captures a lifetime of building winning formulas and puts them in a simple, practical context for executives at any level." --Ivan Seidenberg, president and CEO, Verizon

    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.

    We put out fires. We deal with emergencies. We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems ... [This book] probes the psychological forces that push us downstream--including 'problem blindness,' which can leave us oblivious to serious problems in our midst. And Heath introduces us to the thinkers who have overcome these obstacles and scored ... victories by switching to an upstream mindset.

    Bosses, colleagues, customers—but also family, friends, and in-laws—they all have “suggestions” for our performance, parenting, or appearance. We know that feedback is essential for healthy relationships and professional development—but we dread it and often dismiss it.That’s because receiving feedback sits at the junction of two conflicting human desires. We do want to learn and grow. And we also want to be accepted just as we are right now. Thanks for the Feedback is the first book to address this tension head on. It explains why getting feedback is so crucial yet so challenging, and offers a powerful framework to help us take on life’s blizzard of off-hand comments, annual evaluations, and unsolicited advice with curiosity and grace.The business world spends billions of dollars and millions of hours each year teaching people how to give feedback more effectively. Stone and Heen argue that we’ve got it backwards and show us why the smart money is on educating receivers— in the workplace and in personal relationships as well.Coauthors of the international bestseller Difficult Conversations, Stone and Heen have spent the last ten years working with businesses, nonprofits, governments, and families to determine what helps us learn and what gets in our way. With humor and clarity, they blend the latest insights from neuroscience and psychology with practical, hard-headed advice. The book is destined to become a classic in the world of leadership, organizational behavior, and education.

    Evidence has shown that creative geniuses are not attached to one identity, but constantly willing to rethink their stances and that leaders who admit they don't know something and seek critical feedback lead more productive and innovative teams.New evidence shows us that as a mindset and a skilllset, rethinking can be taught and Grant explains how to develop the necessary qualities to do it. Section 1 explores why we struggle to think again and how we can learn to do it as individuals, arguing that 'grit' alone can actually be counterproductive. Section 2 discusses how we can help others think again through learning about 'argument literacy'. And the final section 3 looks at how schools, businesses and governments fall short in building cultures that encourage rethinking.In the end, learning to rethink may be the secret skill to give you the edge in a world changing faster than ever.

    Others have broken rules, missed deadlines, failed to live up to commitments, or just plain behaved badly—and nobody steps up to the issue. Or they do, but do a lousy job and create a whole new set of problems. Accountability suffers and new problems spring up. New research demonstrates that these disappointments aren't just irritating, they're costly—sapping organizational performance by twenty to fifty percent and accounting for up to ninety percent of divorces.Crucial Confrontations teaches skills drawn from 10,000 hours of real-life observations to increase confidence in facing issues like:- An employee speaks to you in an insulting tone that crosses the line between sarcasm and insubordination. Now what?- Your boss just committed you to a deadline you know you can't meet—and not-so-subtly hinted he doesn't want to hear complaints about it.- Your son walks through the door sporting colorful new body art that raises your blood pressure by forty points. Speak now, pay later.- An accountant wonders how to step up to a client who is violating the law. Can you spell unemployment?- Family members fret over how to tell granddad that he should no longer drive his car. This is going to get ugly.- A nurse worries about what to say to an abusive physician. She quickly remembers "how things work around here" and decides not to say anything.Everyone knows how to run for cover, or if adequately provoked, step up to these confrontations in a way that causes a real ruckus. That we have down pat. Crucial Confrontations teaches you how to deal with violated expectations in a way that solves the problem at hand, and doesn't harm the relationship—and in fact, even strengthens it.Crucial Confrontations borrows from twenty years of research involving two groups. More than 25,000 people helped the authors identify those who were most influential during crucial confrontations. They spent 10,000 hours watching these people, documented what they saw, and then trained and tested with more than 300,000 people. Second, they measured the impact of crucial confrontations improvements on organizational and team performance—the results were immediate and sustainable: twenty to fifty percent improvements in measurable performance.

    Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly.In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results:- The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients (see page 242)- The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping (see page 130)- The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service (see page 199)In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.

    Sophia Amoruso spent her teens hitchhiking, committing petty theft, and scrounging in dumpsters for leftover bagels. By age twenty-two she had dropped out of school, and was broke, directionless, and checking IDs in the lobby of an art school— a job she’d taken for the health insurance. It was in that lobby that Sophia decided to start selling vintage clothes on eBay. Flash forward ten years to today, and she’s the founder and executive chairman of Nasty Gal, a $250-million-plus fashion retailer with more than four hundred employees. Sophia was never a typical CEO, or a typical anything, and she’s written #GIRLBOSS for other girls like her: outsiders (and insiders) seeking a unique path to success, even when that path is windy as all hell and lined with naysayers. #GIRLBOSS proves that being successful isn’t about where you went to college or how popular you were in high school. It’s about trusting your instincts and following your gut; knowing which rules to follow and which to break; when to button up and when to let your freak flag fly.' to 'In the New York Times bestseller that the Washington Post called "Lean In for misfits," Sophia Amoruso shares how she went from dumpster diving to founding one of the fastest-growing retailers in the world Sophia Amoruso spent her teens hitchhiking, committing petty theft, and scrounging in dumpsters for leftover bagels. By age twenty-two she had dropped out of school, and was broke, directionless, and checking IDs in the lobby of an art school—a job she’d taken for the health insurance. It was in that lobby that Sophia decided to start selling vintage clothes on eBay. Flash forward ten years to today, and she’s the founder and executive chairman of Nasty Gal, a $250-million-plus fashion retailer with more than four hundred employees. Sophia was never a typical CEO, or a typical anything, and she’s written #GIRLBOSS for other girls like her: outsiders (and insiders) seeking a unique path to success, even when that path is windy as all hell and lined with naysayers. #GIRLBOSS proves that being successful isn’t about where you went to college or how popular you were in high school. It’s about trusting your instincts and following your gut; knowing which rules to follow and which to break; when to button up and when to let your freak flag fly.'

     The master teacher of positive change through powerful communication, Susan Scott wants her readers to succeed. To do that, she explains, one must transform everyday conversations employing effective ways to get the message across. In this guide, which includes exercises and tools to take you step by step through the Seven Principles of Fierce Conversations, Scott teaches readers how to: * Overcome barriers to meaningful communication * Expand and enrich conversations with colleagues, friends, and family * Increase clarity and improve understanding * Handle strong emotions-on both sides of the table

    In I Shouldn't Be Telling You This, she shares her secrets to success. A witty, wise, straight-talking career guide for women, I Shouldn't Be Telling You This is the perfect book for the current economic climate, whether you're just starting out, re-entering the workforce after maternity leave, or simply looking for a career change; essential tips and bold strategies from a gutsy innovator who helped increase Cosmo's circulation by half a million copies per month.

    That means that almost half of our actions aren't conscious choices but the result of our non-conscious mind nudging our body to act along learned behaviors. How we respond to the people around us; the way we conduct ourselves in a meeting; what we buy; when and how we exercise, eat, and drink--a truly remarkable number of things we do every day, regardless of their complexity, operate outside of our awareness. We do them automatically. We do them by habit. And yet, whenever we want to change something about ourselves, we rely on willpower. We keep turning to our conscious selves, hoping that our determination and intention will be enough to effect positive change. And that is why almost all of us fail. But what if you could harness the extraordinary power of your unconscious mind, which already determines so much of what you do, to truly reach your goals?Wendy Wood draws on three decades of original research to explain the fascinating science of how we form habits, and offers the key to unlocking our habitual mind in order to make the changes we seek. A potent mix of neuroscience, case studies, and experiments conducted in her lab, Good Habits, Bad Habits is a comprehensive, accessible, and above all deeply practical book that will change the way you think about almost every aspect of your life. By explaining how our brains are wired to respond to rewards, receive cues from our surroundings, and shut down when faced with too much friction, Wood skillfully dissects habit formation, demonstrating how we can take advantage of this knowledge to form better habits. Her clear and incisive work shows why willpower alone is woefully inadequate when we're working toward building the life we truly want, and offers real hope for those who want to make positive change.