Those that don’t adapt are becoming trapped in the downward spiral of a dying middle class - working harder and earning less. Entrepreneurs that understand the new paradigm, have created unprecedented wealth in their lives and the lives of those they love. In This Book You’ll Learn: — Why the century-long growth in wages came to a halt in 2000. — Why MBAs and JDs can’t get jobs and what that means for the future of work and your job. — Why The Theory of Constraints and a shift into the Fourth Economy has made entrepreneurship the highest-leveraged career path for the young and ambitious. — Why The Turkey Problem means accounting may be the riskiest profession in the 21st century while entrepreneurship may be the safest. — How entrepreneurs with second-rate degrees are leveraging the radical democracy of the Long Tail to get rich. — How the Stair Step Method and return of apprenticeships have transformed the “entrepreneurial leap" to make entrepreneurship more accessible than ever. — The scientific research on how giving up balanced living and embracing integrated living leads to more money, more meaning, and more freedom. Included (Free) Resources: Get access by visiting http://taylorpearson.me/eoj — Full Recorded Interviews with the Ten Entrepreneurs featured in The End of Jobs detailing how they launched their own successful businesses. — Taylor’s 67 must-read business books to fuel your entrepreneurial career. — 49 tools and templates to save you hundreds of hours when launching and growing a business. — A Ninety-Day goal setting template to translate the book into actionable steps — Access to a private community to discuss the book and get support from a community of like-minded individuals to inspire, motivate, and assist each other. Who Should Read This Book? Early Stage Entrepreneurs - Doubting yourself and wondering if you made a smart choice to abandon the traditional career path? In Chapter 5, The Turkey Problem, you’ll learn the difference between real and perceived risk and why Entrepreneurship is a smarter choice than ever. Established Entrepreneurs - Do you have friends, family or team members that don’t understand their choices? In chapters 12 through 14 you’ll understand how to explain the fundamental drives of your ambition. Students - Are you considering getting another degree as opposed to starting a business or going to work for an entrepreneurial business? Before you invest hundreds of thousands of dollars, read Chapter 3 to understand why credentials are getting less valuable even as degrees get more expensive. Corporate Employees - Are you in a position that feels safe but doesn’t let you expand your skills and network? In chapter 4 through 6, you’ll find out why that job might not be as safe as you think.

    Not only do the authors reveal why the world is so completely screwed up, but they provide proven techniques for creative control of personal, social, and business problems. They analyze the reasons for human failure and tell how to achieve a state of well-being by avoiding that unwanted, ultimate promotion.Students of Freud, Potter, and Parkinson will be fascinated by this satirical examination of man's tendency to escalate himself to oblivion at his level of incompetence.

     In 12 Rules for Life, clinical psychologist and celebrated professor at Harvard and the University of Toronto Dr. Jordan B. Peterson helped millions of readers impose order on the chaos of their lives. Now, in this bold sequel, Peterson delivers twelve more lifesaving principles for resisting the exhausting toll that our desire to order the world inevitably takes. In a time when the human will increasingly imposes itself over every sphere of life—from our social structures to our emotional states—Peterson warns that too much security is dangerous. What’s more, he offers strategies for overcoming the cultural, scientific, and psychological forces causing us to tend toward tyranny, and teaches us how to rely instead on our instinct to find meaning and purpose, even—and especially—when we find ourselves powerless. While chaos, in excess, threatens us with instability and anxiety, unchecked order can petrify us into submission. Beyond Order provides a call to balance these two fundamental principles of reality itself, and guides us along the straight and narrow path that divides them.

    Feeling unfulfilled, burned out, or just plain unhappy with what we’re doing, we long to make that leap into the unknown. But we also hold on, white-knuckled, to the years of time and effort we’ve invested in our current profession.In this powerful book, Herminia Ibarra presents a new model for career reinvention that flies in the face of everything we’ve learned from "career experts." While common wisdom holds that we must first know what we want to do before we can act, Ibarra argues that this advice is backward. Knowing, she says, is the result of doing and experimenting. Career transition is not a straight path toward some predetermined identity, but a crooked journey along which we try on a host of "possible selves" we might become.Based on her in-depth research on professionals and managers in transition, Ibarra outlines an active process of career reinvention that leverages three ways of "working identity": experimenting with new professional activities, interacting in new networks of people, and making sense of what is happening to us in light of emerging possibilities.Through engrossing stories—from a literature professor turned stockbroker to an investment banker turned novelist—Ibarra reveals a set of guidelines that all successful reinventions share. She explores specific ways that hopeful career changers of any background can:Explore possible selvesCraft and execute "identity experiments"Create "small wins" that keep momentum goingSurvive the rocky period between career identitiesConnect with role models and mentors who can ease the transitionMake time for reflection—without missing out on windows of opportunityDecide when to abandon the old path in order to follow the newArrange new events into a coherent story of who we are becoming.A call to the dreamer in each of us, Working Identity explores the process for crafting a more fulfilling future. Where we end up may surprise us.

    Loaded with candid personal anecdotes, hard-hitting advice, and invaluable dos and don’ts, Jack explains his theory of business, by laying out the four most important principles that form the foundation of his success.Chapters include: How to Get Promoted, How to Think about Strategy, How to Write a Budget that Works, How to Work for a Jerk, How Find Work-Life Balance and How Start Something New. Enlivened by quotes from business leaders that Welch interviewed especially for the book, it’s a tour de force that reflects Welch’s mastery of execution, excellence and leadership.

    People can use economics and they can use statistics and numbers to get at the truth and there is a real appetite for doing so. This is such a BBC thing to say--there’s almost a public service mission to be fulfilled in educating people about economics. When I wrote The Undercover Economist, it was all about my pure enthusiasm for the subject; the book is full of stuff I wanted to say and that is always the thing with the books: they are always such fun to write. Do you think that people these days are generally more economically literate? People are now aware of economics for various reasons. There are the problems with the economy--there is always more interest in economics when it is all going wrong. Where is the border line in your new book between economics and sociology? I don’t draw a border line, and particularly not with the new book. The Undercover Economist was basically all the cool economics I could think of and The Logic of Life was me investigating a particular part of economics. All of the references in The Logic of Life were academic economics papers that I had related--and hopefully made more fun. This new book, Adapt, is very different. I have started by asking what is wrong with the world, what needs fixing, how does it work--and if economics can tell us something about that (which it can) then I have used it. And if economics is not the tool that you need--if you need to turn to sociology or engineering or biology or psychology--I have, in fact, turned to all of them in this book. If that’s what you need, then that’s where I have gone. So I have written this book in a different way: I started with a problem and tried to figure out how to solve it. What specific subjects do you tackle? To be a bit more specific, the book is about how difficult problems get solved and I look at quick change; the banking crisis; poverty; innovation, as I think there is an innovation slow-down; and the war in Iraq. Also, I look at both problems in business and in everyday life. Those are the big problems that I look at--and my conclusion is that these sorts of problems only ever get solved by trial and error, so when they are being solved, they are being solved through experimentation, which is often a bottom-up process. When they are not being solved it is because we are not willing to experiment, or to use trial and error. Do you think companies will change to be much more experimental, with more decisions placed in the hands of employees? I don’t think that is necessarily a trend, and the reason is that the market itself is highly experimental, so if your company isn’t experimental it may just happen to have a really great, successful idea--and that’s fine; if it doesn’t, it will go bankrupt. But that said, it is very interesting to look at the range of companies who have got very into experimentation--they range from the key-cutting chain Timpson’s to Google; you can’t get more different than those two firms, but actually the language is very similar; the recruitment policies are similar; the way the employees get paid is similar. The “strap line” of the book is that “Success always starts with failure.” You are a successful author… so what was the failure that set you up for success? I was working on a book before The Undercover Economist… it was going to be a sort of Adrian Mole/Bridget Jones’ Diary-styled fictional comedy, in which the hero was this economist and through the hilarious things that happened to him, all these economic principles would be explained--which is a great idea--but the trouble is that I am not actually funny. Another example would be my first job as a management consultant… and I was a terrible management consultant. I crashed out after a few months. Much better that, than to stick with the job for two or three years-- a lot of people say you have got to do that to “show your commitment.” Taking the job was a mistake--why would I need to show my commitment to a mistake? Better to realise you made a mistake, stop and do something else, which I did. That idea that “failure breeds success” is central to most entrepreneurs. Do you think we need more of it in the UK? I think that the real problem is not failure rates in business; the problem is failure rates in politics. We need a much higher failure rate in politics. What actually happens is politicians--and this is true of all political parties--have got some project and they’ll say, “Right, we are going to do this thing,” and it is quite likely that idea is a bad idea--because most ideas fail; the world is complicated and while I don’t have the numbers for this, most ideas are, as it turns out, not good ideas. But they never collect the data, or whatever it is they need to measure, to find out where their idea is failing. So they have this bad idea, roll this bad idea out and the bad idea sticks, costs the country hundreds, millions, or billions of pounds, and then the bad idea is finally reversed by the next party on purely ideological grounds and you never find out whether it really worked or not. So we have this very, very low willingness to collect the data that would be necessary to demonstrate failure, which is the bit we actually need. To give a brief example: Ken Livingstone, as Mayor of London, came along and introduced these long, bendy buses. Boris Johnson came along and said, “If you elect me, I am going to get rid of those big bendy buses and replace them with double-decker buses.” He was elected and he did it, so… which one of them is right? I don’t know. I mean, isn’t that crazy? I know democracy is a wonderful thing and we voted for Ken Livingstone and we voted for Boris Johnson, but it would be nice to actually have the data on passenger injury rates, how quickly people can get on and off these buses, whether disabled people are using these buses… the sort of basic evidence you would want to collect. Based on that, are you a supporter of David Cameron’s “Big Society”, which in a sense favours local experimentation over central government planning? Well, I have some sympathy for the idea of local experimentation, but what worries me is that we have to have some mechanism that is going to tell you what is working and what is not--and there is no proposal for that. Cameron’s Tories seem to have the view that ‘if it is local then it will work.’ In my book, I have all kinds of interesting case studies of situations where localism really would have worked incredibly well, as in, say, the US Army in Iraq. But I have also got examples of where localism did not work well at all--such as a corruption-fighting drive in Indonesia. Is the new book, Adapt, your movement away from economic rationalist to management guru? Are you going to cast your eye over bigger problems? The two changes in Adapt are that I have tried to start with the problem, rather than saying, “I have got a hammer--I’m going to look for a nail.” I started with a nail and said, “Ok, look, I need to get this hammered in.” So I have started with the problem and then looked anywhere for solutions. And the second thing is that I have tried to do is write with more of a narrative. This is not a Malcolm Gladwell book, but I really admire the way that people like Gladwell get quite complex ideas across because they get you interested in the story; that is something that I have tried to do more of here. I am not too worried about it, because I know that I am never going to turn into Malcolm Gladwell--I am always going to be Tim Harford--but it doesn’t hurt to nudge in a certain direction. On Amazon, we recommend new book ideas to people: “If you like Tim Harford you may like…”, but what does Tim Harford also like? I read a lot of books, mostly non-fiction and in two categories: people who I think write a lot better than I do, and people who think about economics more deeply than I do. In the first category I am reading people like Michael Lewis, Kathryn Schulz (I loved her first book, Being Wrong), Malcolm Gladwell and Alain de Botton. In the second category, I read lots of technical economics books, but I enjoy Steven Landsburg, Edward Glaeser (who has a book out now which looks good), Bill Easterly… I don’t necessarily agree with all of these people! When I am not reading non-fiction, I am reading comic books or 1980s fantasy authors like Jack Vance.

    The healing touchstone of millions, this modern classic by one of America's best-loved and most inspirational authors holds the key to understanding codependency and to unlocking its stultifying hold on your life.Is someone else's problem your problem? If, like so many others, you've lost sight of your own life in the drama of tending to someone else's, you may be codependent--and you may find yourself in this book--Codependent No More.The healing touchstone of millions, this modern classic by one of America's best-loved and most inspirational authors holds the key to understanding codependency and to unlocking its stultifying hold on your life.With instructive life stories, personal reflections, exercises, and self-tests, Codependent No More is a simple, straightforward, readable map of the perplexing world of codependency--charting the path to freedom and a lifetime of healing, hope, and happiness.Melody Beattie is the author of Beyond Codependency, The Language of Letting Go, Stop Being Mean to Yourself, The Codependent No More Workbook and Playing It by Heart.

    Based on Bill George's bestselling book True North, this personal guide offers leaders a comprehensive method for identifying their unique "True North." The book offers methods for personal reflection and includes targeted exercises that help leaders hone in on the purpose of their leadership and developing their authentic leadership skills.

    But what stories do you need to tell and how do you tell them?Stories That Stick provides a clear framework of ideals and a concise set of actions for you to take complete control of your own story, utilizing the principles behind the world’s most effective business storytelling strategies.Professional storyteller and nationally-known speaker Kindra Hall reveals the four unique stories you can use to differentiate, captivate, and elevate:the Value Story, to convince customers they need what you provide;the Founder Story, to persuade investors and customers your organization is worth the investment;the Purpose Story, to align and inspire your employees and internal customers; and the Customer Story, to allow those who use your product or service to share their authentic experiences with others.Telling these stories well is a simple, accessible skill anyone can develop. With case studies, company profiles, and anecdotes backed with original research, Hall presents storytelling as the underutilized talent that separates the good from the best in business.Stories That Stick offers specific, actionable steps readers can take to find, craft, and leverage the stories they already have and simply aren’t telling. Every person, every organization has at least four stories at their disposal. Will you tell yours?

    They allow you to feel at ease in any situation--and give you the polish and confidence to become a leader. Etiquette expert Dorothea Johnson's essential dos and don'ts address both 21st-century and classic questions, including:* acing job interviews* giving confident handshakes* making conversation* proper business attire and meeting protocol* e-mail etiquette, including what to post--or not--on social media* how to deal with rude cell phone users* conducting a meeting at a restaurant* attending business or social events* table mannersWith style, wit, and delightful commentary throughout from her granddaughter, Liv Tyler, on everything from being a good guest to finding a balance with technology, Modern Manners is the must-have guide to ensure your success.