And most teams are fully capable of doing so. The problem: we consistently say and do things that spark unconscious fears and keep our people stuck in their Critter State. This primitive fight, flight, or freeze mode distills all decision mak­ing to one question: What will keep me safest?  Lying low, sucking up, procrastinating, and doing a good enough job may keep employees breathing, but it doesn’t make for vital organizations. Leaders have to get their people unstuck and fully engaged, replacing their old, limiting mental patterns with new patterns that foster optimal performance. New York Times bestselling author and applied neuroscience expert Christine Comaford knows what it takes to move people from the Critter State into the Smart State, where they have full access to their own creativity, innovation, higher consciousness, and emotional engagement. When an entire culture maintains that state, it becomes what she calls a SmartTribe. Focused. Accountable. Collaborative. Imbued with the energy and passion to solve problems and do what needs doing, again and again and again. Comaford brings to this book more than thirty years of company-building experience, combined with her expertise in behavioral modification and organizational development. She has helped hun­dreds of leaders navigate rapid growth, maximize performance, resolve internal conflicts, and execute turnarounds with the full support of their people. Now she shares potent yet easy-to-learn neuro­science techniques that will help you do the same. You’ll learn how to move your team forward and reach your next revenue inflection point using the five key Accelerators of the Smart State—focus, clar­ity, accountability, influence, and sustainability. You’ll get better at anticipating and moving through your own stuck spots and those of your people. Using her proven system, Comaford’s clients have already created hundreds of millions of dollars in new value. They’ve seen their revenues and profits increase by up to 210% annually; individuals become up to 50% more productive and 100% more account­able; marketing demand generation grow by up to 237%; new products and services created up to 48% faster; and sales close up to 50% faster. They spot changes in their markets more quickly, then pounce on them to create the future they want. Ultimately, SmartTribes will help you and your team achieve optimal performance and engagement—brilliance—and leave competitors in the dust.

     If you have ever found yourself lost halfway through other introductory materials on this topic, this is the book for you. If you don't understand set terminology such as vectors, hyperplanes, and centroids, then this is also the book for you. This starter course isn't a picture story book but does include many visual examples that break algorithms down into a digestible and practical format. As a starter course, this book connects the dots and offers the crash course I wish I had when I first started. The kind of guide I wish had before I started taking on introductory courses that presume you’re two days away from an advanced mathematics exam. That’s why this introductory course doesn’t go further on the subject than other introductory books, but rather, goes a step back. A half-step back in order to help everyone make his or her first strides in machine learning and is an ideal study companion for the visual learner. In this step-by-step guide you will learn: - How to download free datasets - What tools and software packages you need - Data scrubbing techniques, including one-hot encoding, binning and dealing with missing data - Preparing data for analysis, including k-fold Validation - Regression analysis to create trend lines - Clustering, including k-means and k-nearest Neighbors - Naive Bayes Classifier to predict new classes - Anomaly detection and SVM algorithms to combat anomalies and outliers - The basics of Neural Networks - Bias/Variance to improve your machine learning model - Decision Trees to decode classification Please feel welcome to join this starter course by buying a copy, or sending a free sample to your preferred device.

    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.

    We try everything to feel better, from changing jobs and dating new people, to attending therapy and taking pills. We grasp at the superficial, and externally overcompensate for our internal voids and self-doubts. What we don't realize is that avoiding responsibility only postpones the inevitable—that nothing about our life changes until we change.You will not become empowered until you choose to take responsibility for the role you've played in undermining yourself. Finding more fulfillment, satisfaction, and inner-peace is your responsibility because no one else cares.In Responsibility Rebellion, author Kain Ramsay discusses why we often rely on easy steps and magical formulas to find fulfillment, only to come up short. He'll equip you with a structured roadmap for personal growth and progress—one that shows you how to be better, rather than feel better.

    . . these are just a few of the uncomfortable topics you may have to discuss with your employees. 101 Tough Conversations to Have with Employees provides you with proven guidance and realistic sample dialogues you can use to facilitate clear, direct interactions with your people, helping to sidestep potential awkwardness and meet issues head on.This solution oriented book walks you through some of the most common—as well as the most serious—employee problems you’re ever likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps you treat your people with dignity, focusing not just on what to say but also on how to say it. This helpful guide provides down to earth techniques you can use to protect yourself and your organization—and get the very best from your people.Praise for Paul Falcone’s Previous Books: 101 Sample Write-Ups for Documenting Employee Performance Problems: “When you feel the need to document an employee’s actions (or inactions), turn to this great tool.”— Legal Management96 Great Interview Questions to Ask Before You Hire: “Takes the guesswork out of the interview process.” — Benefits and Compensation SolutionsThe Hiring and Firing Question and Answer Book: “If the art and science of hiring and firing has become a puzzle, then author Paul Falcone has the answer.” — Houston Business JournalPaul Falcone is Vice President of Employee Relations at Time Warner Cable in Los Angeles and was formerly Vice President of Human Resources at Nickelodeon. He is the author of 2600 Phrases for Effective Perform­ance Reviews, 101 Sample Write-Ups for Documenting Employee Performance Problems, 96 Great Interview Questions to Ask Before You Hire, and The Hiring and Firing Question and Answer Book. He lives in Valencia, California.

    Providing strategies and solutions for the managers of today, this book offers answers for improving employee commitment and profitability by strategically acknowledging employee effort. How is it done? The deceptively simply answer: with carrots.

    While this advice may work for everyday life, it is, as Kim Scott has seen, a disaster when adopted by managers.Scott earned her stripes as a highly successful manager at Google and then decamped to Apple, where she developed a class on optimal management. She has earned growing fame in recent years with her vital new approach to effective management, the “radical candor” method.Radical candor is the sweet spot between managers who are obnoxiously aggressive on one side and ruinously empathetic on the other. It’s about providing guidance, which involves a mix of praise as well as criticism—delivered to produce better results and help employees achieve.Great bosses have strong relationships with their employees, and Scott has identified three simple principles for building better relationships with your employees: make it personal, get (sh)it done, and understand why it matters.Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.

    Great ideas often come from a simple spark: A soccer player on the New Zealand national team notices all the unused wool his country produces and figures out a way to turn them into shoes (Allbirds). A former Buddhist monk decides the very best way to spread his mindfulness teachings is by launching an app (Headspace). A sandwich cart vendor finds a way to reuse leftover pita bread and turns it into a multimillion-dollar business (Stacy’s Pita Chips).   Award-winning journalist and NPR host Guy Raz has interviewed more than 200 highly successful entrepreneurs to uncover amazing true stories like these. In How I Built This, he shares tips for every entrepreneur’s journey: from the early days of formulating your idea, to raising money and recruiting employees, to fending off competitors, to finally paying yourself a real salary. This is a must-read for anyone who has ever dreamed of starting their own business or wondered how trailblazing entrepreneurs made their own dreams a reality.

    Written in easy to read language, and packed with practical, easily applied tips, this eBook contains everything you need to know to take great notes.To make sure you get the most value for money possible I've also included the FREE eBook: "How to Study: 20 Tips". It contains my best best advice on time management, goal setting and how to get the best grades with the least effort. It's advice that also transfers brilliantly well to professionals, the self employed and anyone working toward mastery of a given field.

    This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

    But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses. They’ve all transformed entire industries.

    In Hollywood, a movie is given a single weekend to succeed before being written off. In Silicon Valley, a startup is a failure if it doesn't go viral or rake in venture capital from the start. In publishing, a book that took years to write is given less than three months to sink or swim. These brutally shortsighted attitudes have choked the world with instructions for engineering a flash-in-the-pan and littered the media landscape with fads and flops. Meanwhile, the greats, the stalwarts, the household names, are those who focus on a singularly different, possibly heretical, idea: that their work can and should last. For instance, Zildjian has been one of the premier makers of cymbals since its founding in 1623--and shows no signs of quitting. Iron Maiden has filled stadiums for forty years, moving some 85 million albums without the help of radio or television. Robert Greene's first book, The 48 Laws of Power, didn't hit the bestseller lists until over a decade after it was first released, and since then has sold more than 1 million copies worldwide. These works Ryan Holiday calls Perennial Sellers. They exist in every creative industry--timeless, dependable resources and unsung moneymakers, paying like blue chip annuities. Like gold or land, they increase in value over time, outlasting and outreaching any competition. And they're not flukes or lucky breaks--they were built to last from the outset. Holiday shows readers how to make and market their own classic work. Featuring interviews with some of the world's greatest creatives, and grounded in a deep study of the classics in every genre, this exciting new book empowers readers with a foundational set of innovative principles. Whether you have a book or a business, a song or the next great screenplay, this book reveals the recipe for perennial success.

    The book emphasizes that we all contain the ingredients for leadership, though some elements are better developed than others. "Anyone can improve as a leader simply by building the strength of our weakest elements, " author Gerald M. Weinberg writes. "Mr. Universe doesn't have more muscles than I do, just better developed ones."On one level, the book is an extremely down-to-earth, how-to guide. On a second, it is a set of parables, full of analogies that stick in the mind -- the art of management taught through stories about pinball, tinkertoys, and electric blankets. On yet another level, this is a book about the philosophy and psychology of managing technical projects. On every level, the author brings these entertaining and enlightening elements together to teach you the essentials of leadership.You'll learn how to-- master your fear of becoming a leader-- be creative in solving problems-- motivate people while maintaining quality-- gain organizational power-- plan personal change.-- Whether you manage people, are managed by people, or just want to change the way you interact with others, this book is about success. How to plan it, how to make it happen -- Becoming a Technical Leader shows you how to do it!

    The ethic of "more, bigger, faster" exacts a series of silent but pernicious costs at work, undermining our energy, focus, creativity, and passion. Nearly 75 percent of employees around the world feel disengaged at work every day. "The Way We're Working Isn't Working "offers a groundbreaking approach to reenergizing our lives so we're both more satisfied and more productive--on the job and off.By integrating multidisciplinary findings from the science of high performance, Tony Schwartz, coauthor of the #1 bestselling "The Power of Full Engagement, "makes a persuasive case that we're neglecting the four core needs that energize great performance: sustainability (physical); security (emotional); self-expression (mental); and significance (spiritual). Rather than running like computers at high speeds for long periods, we're at our best when we pulse rhythmically between expending and regularly renewing energy across each of our four needs.Organizations undermine sustainable high performance by forever seeking to get more out of their people. Instead they should seek systematically to meet their four core needs so they're freed, fueled, and inspired to bring the best of themselves to work every day.Drawing on extensive work with an extra-ordinary range of organizations, among them Google, Ford, Sony, Ernst & Young, Shell, IBM, the Los Angeles Police Department, and the Cleveland Clinic, Schwartz creates a road map for a new way of working. At the individual level, he explains how we can build specific rituals into our daily schedules to balance intense effort with regular renewal; offset emotionally draining experiences with practices that fuel resilience; move between a narrow focus on urgent demands and more strategic, creative thinking; and balance a short-term focus on immediate results with a values-driven commitment to serving the greater good. At the organizational level, he outlines new policies, practices, and cultural messages that Schwartz's client companies have adopted."The Way We're Working Isn't Working "offers individuals, leaders, and organizations a highly practical, proven set of strategies to better manage the relentlessly rising demands we all face in an increasingly complex world.

    She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations?Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager.The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including:* How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answersWhether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had.