Dweck, Ph.D., discovered a simple but groundbreaking idea: the power of mindset. In this brilliant book, she shows how success in school, work, sports, the arts, and almost every area of human endeavor can be dramatically influenced by how we think about our talents and abilities. People with a fixed mindset — those who believe that abilities are fixed — are less likely to flourish than those with a growth mindset — those who believe that abilities can be developed. Mindset reveals how great parents, teachers, managers, and athletes can put this idea to use to foster outstanding accomplishment.In this edition, Dweck offers new insights into her now famous and broadly embraced concept. She introduces a phenomenon she calls false growth mindset and guides people toward adopting a deeper, truer growth mindset. She also expands the mindset concept beyond the individual, applying it to the cultures of groups and organizations. With the right mindset, you can motivate those you lead, teach, and love — to transform their lives and your own.

    Whether you work at a startup or a large, established company, we all know that building great products is hard. Most new products fail. This book helps improve your chances of building successful products through clear, step-by-step guidance and advice. The Lean Startup movement has contributed new and valuable ideas about product development and has generated lots of excitement. However, many companies have yet to successfully adopt Lean thinking. Despite their enthusiasm and familiarity with the high-level concepts, many teams run into challenges trying to adopt Lean because they feel like they lack specific guidance on what exactly they should be doing. If you are interested in Lean Startup principles and want to apply them to develop winning products, this book is for you. This book describes the Lean Product Process: a repeatable, easy-to-follow methodology for iterating your way to product-market fit. It walks you through how to: Determine your target customers Identify underserved customer needs Create a winning product strategy Decide on your Minimum Viable Product (MVP) Design your MVP prototype Test your MVP with customers Iterate rapidly to achieve product-market fit This book was written by entrepreneur and Lean product expert Dan Olsen whose experience spans product management, UX design, coding, analytics, and marketing across a variety of products. As a hands-on consultant, he refined and applied the advice in this book as he helped many companies improve their product process and build great products. His clients include Facebook, Box, Hightail, Epocrates, and Medallia. Entrepreneurs, executives, product managers, designers, developers, marketers, analysts and anyone who is passionate about building great products will find The Lean Product Playbook an indispensable, hands-on resource.

    So why do we know so little about how to get them right?Big, life-altering decisions matter so much more than the decisions we make every day, and they're also the most difficult: where to live, whom to marry, what to believe, whether to start a company, how to end a war. There's no one-size-fits-all approach for addressing these kinds of conundrums. Steven Johnson's classic Where Good Ideas Come From inspired creative people all over the world with new ways of thinking about innovation. In Farsighted, he uncovers powerful tools for honing the important skill of complex decision-making. While you can't model a once-in-a-lifetime choice, you can model the deliberative tactics of expert decision-makers. These experts aren't just the master strategists running major companies or negotiating high-level diplomacy. They're the novelists who draw out the complexity of their characters' inner lives, the city officials who secure long-term water supplies, and the scientists who reckon with future challenges most of us haven't even imagined. The smartest decision-makers don't go with their guts. Their success relies on having a future-oriented approach and the ability to consider all their options in a creative, productive way. Through compelling stories that reveal surprising insights, Johnson explains how we can most effectively approach the choices that can chart the course of a life, an organization, or a civilization. Farsighted will help you imagine your possible futures and appreciate the subtle intelligence of the choices that shaped our broader social history.

    Too often we approach our lives' biggest hurdles with dread, execute them with anxiety, and leave them with regret.By accessing our personal power, we can achieve "presence," the state in which we stop worrying about the impression we're making on others and instead adjust the impression we've been making on ourselves. As Harvard professor Amy Cuddy's revolutionary book reveals, we don't need to embark on a grand spiritual quest or complete an inner transformation to harness the power of presence. Instead, we need to nudge ourselves, moment by moment, by tweaking our body language, behavior, and mind-set in our day-to-day lives.Amy Cuddy has galvanized tens of millions of viewers around the world with her TED talk about "power poses." Now she presents the enthralling science underlying these and many other fascinating body-mind effects, and teaches us how to use simple techniques to liberate ourselves from fear in high-pressure moments, perform at our best, and connect with and empower others to do the same.Brilliantly researched, impassioned, and accessible, Presence is filled with stories of individuals who learned how to flourish during the stressful moments that once terrified them. Every reader will learn how to approach their biggest challenges with confidence instead of dread, and to leave them with satisfaction instead of regret."Presence feels at once concrete and inspiring, simple but ambitious — above all, truly powerful." —New York Times Book Review

    Get a grip and gain control with the Entrepreneurial Operating System (EOS). Inside Traction, you’ll discover simple yet powerful ways to run your company with more focus, growth and enjoyment. Based on years of real-world implementation, the EOS is a practical method for achieving the business success you have always envisioned.

    This book was wonderful education for people, education in how to live life effectively and get closer to the ideal of being a ‘success’ in life.But not everyone understands Stephen Covey’s model fully well, or maybe there are some people who haven’t read it yet. This is definitely true because we still see so much failure all around us. Now, I am not saying that by using Covey’s model, or anyone else’s model for that matter, you can become a sure-shot success, but at least we should have seen many more successes around us already judging by the number of copies the book has sold! So, where is the shortcoming?There are two main problems here, and we are talking only about the people who have read the book already. The first problem is that most people are too lazy to implement the ideals of Stephen Covey in their lives. They consider his masterpiece of a book as a mere coffee-table book or a book that you use for light reading when you are traveling and then forget all about it. They do not realize that this book contains life-changing information. Or, they take the information and do not make the effort to actually utilize it so that it becomes knowledge for them.The second problem is that a lot of people have a myopic view of Covey’s ideals. These are people who are impressed by the book already. If you ask them what the seven habits are, they can rattle them off end to end, but then they miss the larger picture. They do not understand that Covey was trying to tell more than he wrote in words. There are hidden implications in this book, yes, and a lot of people have just failed to see through them.That is what we are trying to do. We are trying to show you how Covey’s book, or rather, his model, was a complete model in itself. There was nothing amiss about it. If you implement it, there should be no aspect of your life that should go untouched. The only thing is that you have to understand these ideals and try to implement them in your life.But, before we barge into that area, it is extremely important to understand what these ideals are. What was the model that was propounded by Stephen Covey in his mega-famous book? We shall begin by trying to understand his model first, and then interpret it in such a way that it pertains to every aspect of our life

    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.

    Where so many companies encourage a dog eat dog mentality, the Kaplan Thaler Group has succeeded through chocolate and flowers. In The Power of Nice, through their own experiences and the stories of other people and businesses, they demonstrate why, contrary to conventional wisdom, nice people finish first.Turning the well-known adage of “Nice Guys Finish Last” on its ear, The Power of Nice shows that “nice” companies have lower employee turnover, lower recruitment costs, and higher productivity. Nice people live longer, are healthier, and make more money. In today’s interconnected world, companies and people with a reputation for cooperation and fair play forge the kind of relationships that lead to bigger and better opportunities, both in business and in life. Kaplan Thaler and Koval illustrate the surprising power of nice with an array of real-life examples from the business arena as well as from their personal lives. Most important, they present a plan of action covering everything from creating a positive impression to sweetening the pot to turning enemies into allies. Filled with inspiration and suggestions on how to supercharge your career and expand your reach in the workplace, The Power of Nice will transform how you live and work.

    The career escalator is jammed at every level. Unemployment rates are sky-high. Creative disruption is shaking every industry. Global competition for jobs is fierce. The employer-employee pact is over, and traditional job security is a thing of the past. Here, LinkedIn cofounder and chairman Reid Hoffman and author Ben Casnocha show how to accelerate your career in today’s competitive world. The key is to manage your career as if it were a start-up business: a living, breathing, growing start-up of you. Why? Start-ups - and the entrepreneurs who run them - are nimble. They invest in themselves. They build their professional networks. They take intelligent risks. They make uncertainty and volatility work to their advantage. These are the very same skills professionals need to get ahead today. This book isn’t about cover letters or resumes. Instead, you will learn the best practices of Silicon Valley start-ups, and how to apply these entrepreneurial strategies to your career. Whether you work for a giant multinational corporation, a small local business, or are launching your own venture, you need to know how to: Adapt your career plans as you change, the people around you change, and industries change Develop a competitive advantage to win the best jobs and opportunities Strengthen your professional network by building powerful alliances and maintaining a diverse mix of relationships Find the unique breakout opportunities that massively accelerate career growth Take proactive risks to become more resilient to industry tsunamis Tap your network for information and intelligence that help you make smarter decisions A revolutionary new guide to thriving in today's fractured world of work, the strategies in this book will help you survive and thrive and achieve your boldest professional ambitions. The Start-Up of You empowers you to become the CEO of your career and take control of your future.©2012 Reid Hoffman (P)2012 Random House

    The only diploma that hangs in Warren Buffett’s office is his certificate from Dale Carnegie Training. Lee Iacocca credits Carnegie for giving him the courage to speak in public. Dilbert creator Scott Adams called Carnegie’s teachings “life-changing.” In today’s world, where more and more of our communication takes place across wires and screens, Carnegie’s lessons have not only lasted but become all the more critical. Though he never could have predicted technology’s trajectory, Carnegie proves a wise and helpful teacher in this digital landscape. To demonstrate the many ways his lessons remain relevant, Dale Carnegie & Associates, Inc., has reimagined his prescriptions and his advice for this difficult digital age. We may communicate today with different tools and with greater speed, but Carnegie’s advice on how to communicate, lead, and work efficiently remains priceless across the ages.

    Now he brings his insight into the workplace, in a book sure to change the shape of business for decades to come.In Working with Emotional Intelligence, Goleman reveals the skills that distinguish star performers in every field, from entry-level jobs to top executive positions. He shows that the single most important factor is not IQ, advanced degrees, or technical expertise, but the quality Goleman calls emotional intelligence. Self-awareness, self-confidence, and self-control; commitment and integrity; the ability to communicate and influence, to initiate and accept change--these competencies are at a premium in today's job market. The higher up the leadership ladder you go, the more vital these skills become, often influencing who is hired or fired, passed over or promoted. As Goleman shows, we all possess the potential to improve our emotional intelligence--at any stage in our career. He provides guidelines for cultivating these capabilities--and also explains why corporate training must change if it is to be effective.

    It is based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions. In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in Lean Thinking -- from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney -- have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking -- Toyota -- has set its sights on leadership of the global motor vehicle industry in this decade. Instead of constantly reinventing business models, lean thinkers go back to basics by asking what the customer really perceives as value. (It's often not at all what existing organizations and assets would suggest.) The next step is to line up value-creating activities for a specific product along a value stream while eliminating activities (usually the majority) that don't add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. The first part of this book describes each of these concepts and makes them come alive with striking examples. Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world. Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer. In Part IV, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of Lean Thinking. Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new method of thinking, of being, and, above all, of doing for the serious long-term manager -- a method that is changing the world.

    Now, this venture capitalist turned executive coach shares his unusual yet highly effective blend of Buddhism, Jungian therapy, and entrepreneurial straight talk to help leaders overcome their own psychological traumas. Reboot is a journey of radical self-inquiry, helping you to reset your life by sorting through the emotional baggage that is holding you back professionally and, even more important, in your relationships.Jerry has taught CEOs and their top teams to realize their potential by using the raw material of their lives to find meaning, to build healthy interpersonal bonds, and to become more compassionate and bold leaders. In Reboot, he inspires everyone to hold themselves responsible for their choices and for the possibility of truly achieving their dreams.Work does not have to destroy us. Work can be the way in which we achieve our fullest self, Jerry firmly believes. What we need, sometimes, is a chance to reset our goals and to reconnect with our deepest selves and with each other. Reboot moves and empowers us to begin this journey.

    Every aircraft is equipped with an almost indestructible black box. When there is an accident, the box is opened, the data is analyzed, and the reason for the accident excavated. This ensures that procedures are adapted so that the same mistake doesn’t happen again. With this method, the industry has created an astonishing safety record.For pilots working in a safety-critical industry, getting it wrong can have deadly consequences. But most of us have a relationship with failure that impedes progress, halts innovation, and damages our lives. We don’t acknowledge it or learn from it —though we often think we do.Moving from anthropology to psychology and from history to complexity theory, Matthew Syed explains why even when we think we have 20/20 hindsight, our vision’s still fuzzy. He offers a radical new idea: that the most important determinant of success in any field, whether sports, business, or life, is an acknowledgment of failure and a willingness to engage with it. This is how we learn, progress and excel. This approach explains everything from biological evolution and the efficiency of markets to the success of the Mercedes F1 team and the mindset of David Beckham.Using a cornucopia of interviews, gripping stories, and sharp-edged science, Syed explores the intimate relationship between failure and success, and shows why we need to transport black box thinking into our own lives. If we wish to unleash our potential, we must diagnose and break free of our failures. Part manifesto for change, part intellectual adventure, this groundbreaking book reveals how to do both.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.