They employ what psychologists call "lateral thinking: to rethink convention and break "rules" that aren't rules.These are not shortcuts, which produce often dubious short-term gains, but ethical "smartcuts" that eliminate unnecessary effort and yield sustainable momentum. In Smartcuts, Snow shatters common wisdom about success, revealing how conventions like "paying dues" prevent progress, why kids shouldn't learn times tables, and how, paradoxically, it's easier to build a huge business than a small one.From SpaceX to The Cuban Revolution, from Ferrari to Skrillex, Smartcuts is a narrative adventure that busts old myths about success and shows how innovators and icons do the incredible by working smarter—and how perhaps the rest of us can, too.

    Roxanne Emmerich introduces you to two CEOs: one desperately struggling to stay afloat and another who's discovered a better route to growth and profitability. As you join them both on their journey, you'll gain valuable insights for jumpstarting positive change from anywhere in the organization, replacing dysfunctional organizational behaviors with passion and creativity, overcoming setbacks and making vision and values actually work! Whether you're on the front line, in an office, or running the show, you'll see how to: - Replace dysfunctional behaviors with passion and creativity - Overcome setbacks with a "bring it on" attitude - Breathe results-generating life into vision and values - Think big and make big things happen "Thank God It's Monday!" presents a unique approach that makes an impact on three groups at once: - Employees discover how to win at work and love their work - Companies turn around results quickly and profoundly - Customers experience a powerful and visible commitment to their success You will shift from a "why we can't" to a "how we can" workplace...in one day! Your customers will go crazy about you. You will find yourself loving to go to work where everyone exclaims, Thank God It's Monday!

    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.

    It has long been a business article of faith that great companies, by definition, constantly focus on maximizing their revenues year after year. Yet quietly, under the radar, a growing number of undeniably great compabnies have rejected the pressure of endless growth to focus on more satisfying business goals. Veteran journalist Bo Burlingham takes us deep inside fourteen of these remarkable comapnies that have chosen to march to their own drummer. He shows the leaders of these small giants recognized the full range of choices they had about the type of company they could create and made the choice to pursue greateness by placing other goals ahead of getting as big as possible as fast as possible. And he shows how we can all benefit by questioning the conventional definitions of business success."

    . . And How to Avoid Them teaches salespeople how to demonstrate trustworthiness, turn a customer's objection around, and 23 other proven habits for sales success.

    In 2014 there will be a race every other day in 15 countries on five continents. What do these Spartans know that you don’t? They know that we all have a fire burning within us to prove ourselves. Joe De Sena has captured that invincible Spartan spirit in his manifesto for bold living, SPARTAN UP! A Take-No-Prisoners Guide to Overcoming Obstacles and Achieving Peak Performance in Life (Houghton Mifflin Harcourt; May 13, 2014; $24). De Sena’s prescription for life’s insurmountable obstacles is to get off the couch and crush them through hard work and force of will. A legend in the ultramarathon community, he created Spartan Race, extreme obstacle races where no one knows what to expect, but to finish is to be transformed. Spartan Race drives participants to their very limit to learn what they are capable of and to set a new frame of reference; one they can draw upon in the face of life’s harshest challenges. Everyday disappointments and setbacks seem small when you’ve been to the other side of hell and made it back as a victor. In SPARTAN UP! De Sena paints a picture of how he created the Spartan way of life, beginning with an unexpected challenge by a friend that got him back into shape through endurance racing. After that first race, De Sena completed more than 50 ultramarathons (in conditions ranging from -30 to 120 degrees) and 14 Ironman events, including the 135-mile Badwater ultramarathon, the 140.6 Lake Placid Ironman, and a 100-mile Vermont trail run—in a single week. The harder the race the more he loved it; he was hooked.SPARTAN UP! is more than an insider’s view of the world of obstacle racing, it’s a manual for the Spartan way of life, including :• Finding the will to succeed: The first half of a race you run with your legs; the second half you run with your mind. Turn your pain into an outboard motor to drive you forward. • Tossing your cookies: The Cookie Test can teach you how to overcome the need for immediate gratification and help you prosper in the long term. • Changing your frame of reference: Reset your inner default as an antidote to dissatisfaction and the insatiable need for “more.” • Getting Spartan fit: Survival of the Fittest means training outside the gym for strength, endurance and flexibility throughout the entire body—and don’t forget those burpees! • Moving mountains: Whether metaphorical mountains or the ones on which Spartans race, what you think are your limits can be a mere starting point for transformation. Age, gender, and physical ability are no barrier and finishers become entirely new people, without limitations, living life to the fullest. That’s why the Spartans say: “You’ll know at the finish line.” JOE DE SENA is a cofounder of Spartan Race, which began as an obstacle race based on the extreme spirit of the legendary Death Race, and has become a multi-million dollar global lifestyle company in less than 10 years. It was voted Outside magazine’s Best Obstacle Race. In one year’s time he competed in the Raid International Ukatak in Canada; the IditaSport in Alaska; the Odyssey Adventure Race and the OAR Beast of the East, both in Virginia; the Raid the North Extreme in Newfoundland, the Adrenaline Rush in Ireland and the Discovery Channel World Championships in Switzerland. He resides in Vermont with his family. For more information, please visit www.spartanupthebook.com.

    Maciariello.A Year with Peter Drucker distills the essence of Peter Drucker's personal mentorship program into an easy-to-follow 52-week course, exploring the themes Drucker felt were most important to leadership development, including:Leaders Must Set Sights on the Important and not the Urgent—a key differentiator between a subordinate and a chief. Management is a Human Activity—Process must serve people, in and out of the organization. The Roadmap to Personal Effectiveness—the importance of mission and doing the Right Things not just Getting Things Done. The critical importance of leadership succession especially at top ranks of the organization.Each weekly management meditation includes a lesson and a message or anecdote taken from Drucker's extensive body of work, as well as suggestions for further reading, reflective questions, and quick, easy prompts to help readers incorporate the knowledge they've learned into their daily work.A lifetime of wisdom brilliantly honed into a single essential volume by Drucker's collaborator Joseph A. Maciariello, A Year with Peter Drucker gives both lifelong Drucker fans and young executives now discovering his brilliance an invaluable opportunity to learn directly from the late master.

    One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals with all levels of negotiation and conflict resolution. Getting to Yes offers a proven, step-by-step strategy for coming to mutually acceptable agreements in every sort of conflict. Thoroughly updated and revised, it offers readers a straight- forward, universally applicable method for negotiating personal and professional disputes without getting angry-or getting taken.This is by far the best thing I`ve ever read about negotiation. It is equally relevant for the individual who would like to keep his friends, property, and income and the statesman who would like to keep the peace." --John Kenneth Galbraith"

    The New Solution Selling expands the classic text's cases, examples, and situations and sharpens its focus on streamlining the sales process to achieve greater success in fewer steps and a shorter time frame. Much in sales has changed in the past decade, and The New Solution Selling incorporates those changes into an integrated, tailored approach for improving both individual productivity and organizational return on investment. Written to enhance the results and careers of sales pros and managers in virtually any industry, this performance-focused book features:A completely revamped, updated sales philosophy, management system, and architectureTools to increase the quality and velocity of sales pipeline opportunitiesTechniques that Best of the Best use to prospect for successSolution Selling created new rules for one-to-one selling of hard-to-sell items. The New Solution Selling focuses on streamlining the proven Solution Selling process and quickly differentiating both oneself and one's products from the competition while decreasing the time spent between initial qualifying and a successful, profitable close.

    This application, called neuromarketing, studies the way the brain responds to various cognitive and sensory marketing stimuli. Analysts use this to measure a consumer's preference, what a customer reacts to, and why consumers make certain decisions. With quick and easy takeaways offered in 60 short chapters, this book contains key strategies for targeting consumers through in-person sales, online and print ads, and other marketing mediums.This scientific approach to marketing has helped many well-known brands and companies determine how to best market their products to different demographics and consumer groups. Brainfluence offers short, easy-to-digest ideas that can be accessed in any order.Discover ways for brands and products to form emotional bonds with customers Includes ideas for small businesses and non-profits Roger Dooley is the creator and publisher of Neuromarketing, the most popular blog on using brain and behavior research in marketing, advertising, and sales Brainfluence delivers the latest insights and research, giving you an edge in your marketing, advertising, and sales efforts.

    These are the leadership traits of the Santa Claus in each of us! This is truly the gift that keeps on giving!

    Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-makingRanging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.

    Intentionally kept as a short, readable book to enable job seekers to have an advantage during the interview process.Learn what a real hiring manager is looking for and how to meet their unspoken needs. Recruiter and HR guidance may get you to an interview, but only the actual hiring manager knows WHY some people get hired, and some don't. Don't allow yourself to be put in the "Don't" category.Understand what the person sitting across from you is evaluating and assessing you on - and win the job.

    But it is hard. It’s hard because it forces people and organizations to make specific choices about their future—something that doesn’t happen in most companies.Now two of today’s best-known business thinkers get to the heart of strategy—explaining what it’s for, how to think about it, why you need it, and how to get it done. And they use one of the most successful corporate turnarounds of the past century, which they achieved together, to prove their point.A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P&G’s sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success—where to play and how to win.The result is a playbook for winning. Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are:• What is our winning aspiration?• Where will we play?• How will we win?• What capabilities must we have in place to win?• What management systems are required to support our choices?The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach—and then making the right choices to support it—makes the difference between just playing the game and actually winning.

    By that I mean: Your knowledge: everything that comes from all the books that I’ll encourage you to devour.Your network: the collection of friends and contacts you now have, which I’ll teach you how to grow and nurture.Your compassion: that human warmth you already possess—in these pages I’ll convince you that you can show it freely at the office.What happens when you do all this?* You become a rich source of information to all around you.* You are seen as a person with valuable insight.* You are perceived as generous to a fault, producing surprise and delight.* You double your business intelligence in one year.* You triple your network of personal relationships in two years.* You quadruple the number of colleagues in your life who love you like family.In short, you become one of those amazing, outstanding people to whom everyone turns, who leads rather than follows, who never runs out of ideas, contacts, or friendship.Here’s the real scoop: Nice guys don’t finish last. They rule!From the Hardcover edition.