The Unwritten Laws of Business is such a book. Originally published over 60 years ago as The Unwritten Laws of Engineering, it has sold over 100,000 copies, despite the fact that it has never been available before to general readers. Fully revised for business readers today, here are but a few of the gems you’ll find in this little-known business classic: If you take care of your present job well, the future will take care of itself.The individual who says nothing is usually credited with having nothing to say.Whenever you are performing someone else’s function, you are probably neglecting your own.Martyrdom only rarely makes heroes, and in the business world, such heroes and martyrs often find themselves unemployed.Refreshingly free of the latest business fads and jargon, this is a book that is wise and insightful, capturing and distilling the timeless truths and principles that underlie management and business the world over.The little book with the big history.In the summer of 2005, Business 2.0 published a cover story on Raytheon CEO William Swanson’s self-published pamphlet, Swanson’s Unwritten Rules of Management. Lauded by such chief executives as Jack Welch and Warren Buffett, the booklet becamea quiet phenomenon. As it turned out, much of Swanson’s book drew from a classic of business literature that has been in print for more than sixty years. Now, in a new edition revised and updated for business readers today, we are reissuing the 1944 classic that inspired a number of Swanson’s “rules”: The Unwritten Laws of Business. Filled with sage advice and written in a spare, engaging style, The Unwritten Laws of Business offers insights on working with others, reporting to a boss, organizing a project, running a meeting, advancing your career, and more. Here’s just a sprinkling of the old-fashioned, yet surprisingly relevant, wisdom you’ll find in these pages:If you have no intention of listening to, considering, and perhaps using, someone’s opinion, don’t ask for it.Count any meeting a failure that does not end up with a definite understanding as to what’s going to be done, who’s going to do it, and when.The common belief that everyone can do anything if they just try hard enough is a formula for inefficiency at best and for complete failure at worst.It is natural enough to “look out for Number One first,” but when you do, your associates will be noticeably disinclined to look out for you.Whether you’re a corporate neophyte or seasoned manager, this charming book reveals everything you need to know about the “unwritten” laws of business.

    Drawing on in-depth interviews, Benton identifies 22 vital traits that make a Chief Executive Officer (CEO) - the leader responsible for making decisions, guiding teams, selling ideas, managing crises and conquering the mountains before them.

    Incorporating data from surveys performed by the prestigious Saratoga Institute of more than 19,000 employees, this critical book examines in depth:* How the employee and the employer travel a two-way street of expectation and reality; What are the warning signs of unmet expectations, and how can you best act on them?* How incomplete talent strategies lead to employee-job mismatches; why a passion for matching must become a core competency in your organization.* The ultimate cost of insufficient or ineffectual feedback; a five-step coaching process that builds strong and durable working relationships.* How growth and advancement opportunities are not keeping pace with new career expectations; how to create opportunities and help your employees create their own.* Best pay practices, rewards programs, and other initiatives for valuing and recognizing employees; understanding the emotional impact of compensation and recognition programs.* The real toll that stress and overwork take on your employees--and on your bottom line; a look at how the best places to work in America got that way, even without high-profile or "newfangled" perks or benefits.* How leadership and employees can (and must) build an environment of mutual trust and confidence; the three universal questions every employee needs answered, and how a disengaged workforce is the direct result of detached leadershipThe key to becoming an Employer of Choice -- a workplace where top talent are knocking down the doors to get in -- is to develop the attitudes and implement the programs that address each of the above areas. The 7 Hidden Reasons Employees Leave presents 54 Best Practices that will serve as the building blocks for a proactive approach to employee satisfaction, growth, and retention."

    A pocket-sized overview of roles, artifacts and the sprint cycle, adapted from the bestseller The Elements of Scrum by Chris Sims & Hillary Louise Johnson

    We're expected to be authentic but not too authentic. Professional but not stiff. Friendly but not an oversharer.As organizational consultants and regular people, we know what it's like to experience uncomfortable emotions at work - everything from mild jealousy and insecurity to panic and rage. Ignoring or suppressing what you feel hurts your health and productivity but so does letting your emotions run wild.In this book we'll help you figure out which emotions to toss, which to keep to yourself, and which to express in order to be both happier and more effective. We'll share the latest research and helpful tips, and reveal the surprising reason why you'll actually be more healthier and focused if you're less passionate about your job.Drawing on what we've learned from behavioural economics, psychology and our own experiences at countless organizations, we'll show you how to bring your best self (and your whole self) to work every day.

    A Problem2. Peter Pigeonhole Prepared A Petition3. What's Your Problem?Part 2: What is The Problem?4. Billy Brighteyes Bests The Bidders5. Billy Bites His Tongue6. Billy Back To The BiddersPart 3: What is The Problem Really?7. The Endless Chain8. Missing The Misfit9. Landing On The Level10. Mind Your MeaningPart 4: Whose Problem Is It?11. Smoke Gets In Your Eyes12. The Campus That Was All Spaced Out13. The Lights At The End Of The TunnelPart 5: Where Does It Come From?14. Janet Jaworski Joggles A Jerk15. Mister Matczyszyn Mends The Matter16. Make-Works And Take-Credits17. Examinations And Other PuzzlesPart 6: Do We Really Want To Solve It?18. Tom Tireless Tinkers With Toys19. Patience Plays Politics20. A Priority Assignment

    It’s about being a part of a community, knowing that contributions matter and experiencing a greater affiliation with others.The premise begins at the 2003 Harley-Davidson Motorcycle company’s 100 year anniversary celebration. Thousands and thousands of bikers throughout the world attended the event. As a Harley owner stoodproudly by his bike at that event, what two words from a passerby would have made their weekend? “Nice Bike.”“Nice Bike” is more than a casual compliment. It’s the engine that is fueled with the three actions of acknowledging, honoring and connecting with others. Nice Bike can help you with your daily interactions, create more meaningful relationships and add more joy in your journey on the road of life.When you have a better understanding of how to make meaningful connections, you can live a life filled with a greater sense of self worth and accomplishment in your work and in your life. Acknowledge, honor, and connect and you will change the world, one person at a time.

    

    Assuming you live to be eighty, you have just over four thousand weeks.Nobody needs telling there isn’t enough time. We’re obsessed with our lengthening to-do lists, our overfilled inboxes, work-life balance, and the ceaseless battle against distraction; and we’re deluged with advice on becoming more productive and efficient, and “life hacks” to optimize our days. But such techniques often end up making things worse. The sense of anxious hurry grows more intense, and still the most meaningful parts of life seem to lie just beyond the horizon. Still, we rarely make the connection between our daily struggles with time and the ultimate time management problem: the challenge of how best to use our four thousand weeks.Drawing on the insights of both ancient and contemporary philosophers, psychologists, and spiritual teachers, Oliver Burkeman delivers an entertaining, humorous, practical, and ultimately profound guide to time and time management. Rejecting the futile modern fixation on “getting everything done,” Four Thousand Weeks introduces readers to tools for constructing a meaningful life by embracing finitude, showing how many of the unhelpful ways we’ve come to think about time aren’t inescapable, unchanging truths, but choices we’ve made as individuals and as a society—and that we could do things differently.

    The rules? No marketing budget, no PR stunts, and it must be sustainably successful. No short-term fads.This is not a game of chance. It is a game of skill and strategy.And it begins with a single question: given competing products of equal pricing, promotion, and perceived quality, why does one outsell the others?The answer doesn’t live in the sustainably successful products or services. The answer lives in those who use them.Our goal is to craft a strategy for creating successful users. And that strategy is full of surprising, counter-intuitive, and astonishingly simple techniques that don’t depend on a massive marketing or development budget. Techniques typically overlooked by even the most well-funded, well-staffed product teams.Every role is a key player in this game. Product development, engineering, marketing, user experience, support—everyone on the team. Even if that team is a start-up of one. Armed with a surprisingly overlooked science and a unique POV, we can can reduce the role of luck. We can build sustainably successful products and services that rely not on unethical persuasive marketing tricks but on helping our users have deeper, richer experiences. Not just in the moments while they’re using our product but, more importantly, in the moments when they aren’t.

    The more great people on your team, the more successful your organization will be. But that’s easier said than done. Statistically, half of all employment decisions result in a mishire: The wrong person winds up in the wrong job. But companies that have followed Bradford Smart’s advice in Topgrading have boosted their successful hiring rate to 90 percent or better, giving them an unbeatable competitive advantage. Now Smart has fully revised his 1999 management classic to reintroduce the topgrading concept, which works for companies large and small in any industry. The author spells out his practical approach to finding and managing A-level talent—as well as coaching B players to turn them into A players. He provides intriguing case studies drawn from more than four thousand in-depth interviews. As Smart writes in his introduction, “All organizations, all businesses live or die mostly on their talent, and any manager who fails to topgrade is nuts, or a C player. . . . Those who, way deep down, would sooner see an organization die than nudge an incompetent person out of a job should not read this book... Topgrading is for A players and all those aspiring to be A players.” On the web: http://www.topgrading.com/

    They encourage each other, proactively solve problems, and constantly look for ways to go the extra mile. In short, imagine a workplace culture where employees were absolutely obsessed with customer service. The Service Culture Handbook is a step-by-step guide to help you develop a customer-focused culture in your company, department, or location. Whether you’re just beginning your journey, or have been working on culture for years, this handbook will prepare you to take the next step. You’ll receive actionable advice, straightforward exercises, and proven tools you can utilize immediately. Learn the one thing that forms the foundation of every great culture. Discover what customer-focused companies do differently to engage their employees. And explore ways to strategically align every facet of your organization with outstanding service. Creating and sustaining a customer-focused culture is a never-ending journey that takes hard work, dedication, and commitment. The Service Culture Handbook is an indispensable resource to help you and your employees stay headed in the right direction. Praise for The Service Culture Handbook: "The Service Culture Handbook provides the poignant inspiration and practical instruction for the difficult work of transforming a service culture into one that is distinctive, successful, and permanent." —Chip R. Bell, author of Kaleidoscope: Delivering Innovative Service That Sparkles "Though research continues to uncover the astonishing impact of customer-focused cultures on customer loyalty and business results, few organizations know how to get there. Jeff Toister unlocks that mystery through this practical (and fun to read!) guide to developing a culture that really works." —Brad Cleveland, founding partner and former CEO, International Customer Management Institute

    Reprint. 25,000 first printing.

    This book helps readers learn inside information about the world's most popular bands that translates directly and memorably into actionable business practices.

    The Windows Command Line Beginner's Guide gives users new to the Windows command line an overview of the Command Prompt, from simple tasks to network configuration.In the Guide, you'll learn how to:-Manage the Command Prompt.-Copy & paste from the Windows Command Prompt.-Create batch files.-Remotely manage Windows machines from the command line.-Manage disks, partitions, and volumes.-Set an IP address and configure other network settings.-Set and manage NTFS and file sharing permissions.-Customize and modify the Command Prompt.-Create and manage file shares.-Copy, move, and delete files and directories from the command line.-Manage PDF files and office documents from the command line.-And many other topics.