It’s about getting only the right things done.  It is not  a time management strategy, or a productivity technique. It is a systematic discipline for discerning what is absolutely essential, then eliminating everything that is not, so we can make the highest possible contribution towards the things that really matter.  By forcing us to apply a more selective criteria for what is Essential, the disciplined pursuit of less empowers us to reclaim control of our own choices about where to spend our precious time and energy – instead of giving others the implicit permission to choose for us.Essentialism is not one more thing – it’s a whole new way of doing everything. A must-read for any leader, manager, or individual who wants to learn who to do less, but better, in every area of their lives, Essentialism  is a movement whose time has come.

    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.

    At the age of 37, he founded the New York-based agency that later merged to form the international company known as Ogilvy & Mather. Regarded as the father of modern advertising, Ogilvy was responsible for some of the most memorable advertising campaigns ever created. Confessions of an Advertising Man is the distillation of all the Ogilvy concepts, tactics, and techniques that made this international best-seller a blueprint for sound business practice. If you aspire to be a good manager in any business, this seminal work is a must-read.

    He gave up a six-figure income as a lawyer to make $12 an hour as a personal trainer. Then, married with a 3-month old baby, he signed a lease to launch a yoga center in the heart of New York City. . . the day before 9/11. But he survived, and along the way he developed a fresh approach to transforming uncertainty, risk of loss, and exposure to judgment into catalysts for innovation, creation, and achievement.Properly understood and harnessed, fear and uncertainty can become fuel for creative genius rather than sources of pain, anxiety, and suffering. In business, art, and life, creating on a world-class level demands bold action and leaps of faith in the face of great uncertainty. But that uncertainty can lead to fear, anxiety, paralysis, and destruction. It can gut creativity and stifle innovation. It can keep you from taking the risks necessary to do great work and craft a deeply-rewarding life. And it can bring companies that rely on innovation grinding to a halt.That is, unless you know how to use it to your advantage. Fields draws on leading-edge technology, cognitive-science and ancient awareness-focusing techniques in a fresh, practical, non-dogmatic way. His approach enables creativity and productivity on an entirely different level and can turn the once-tortuous journey into a more enjoyable quest. Fields will reveal how to:Make changes to your workflow that unlock buried creative potential. Build "creation hives" -- supportive groups that can supercharge and humanize the process. Tap social technology and user co-creation to add clarity, certainty, and sanity, even if you're an artist or solo-creator. Develop a set of personal practices and mindset shifts that let you not just tolerate, but invite and even amplify, uncertainty as a catalyst for genius.Drawing on extensive case studies and research, Fields shares a set of detailed personal practices and environmental changes that can not only humanize the creative process, but also allow individuals and teams to stay more open to opportunity and play a bigger creative game.

    Burger teaches at Wiliams College; Starbird at The University of Texas at Austin. Here, they “reveal the hidden powers of deep understanding (earth), failure (fire), questions (air), the flow of ideas (water), and the quintessential element of change that brings all four elements together. By mastering and applying these practical and proven strategies, readers develop better thinking habits and learn how to create their own successes.”Brilliant people aren't a special breed--they just use their minds differently. By using the straightforward and thought-provoking techniques in "The 5 Elements of Effective Thinking," you will regularly find imaginative solutions to difficult challenges, and you will discover new ways of looking at your world and yourself--revealing previously hidden opportunities.The book offers real-life stories, explicit action items, and concrete methods that allow you to attain a deeper understanding of any issue, exploit the power of failure as a step toward success, develop a habit of creating probing questions, see the world of ideas as an ever-flowing stream of thought, and embrace the uplifting reality that we are all capable of change. No matter who you are, the practical mind-sets introduced in the book will empower you to realize any goal in a more creative, intelligent, and effective manner. Filled with engaging examples that unlock truths about thinking in every walk of life, "The 5 Elements of Effective Thinking" is written for all who want to reach their fullest potential--including students, parents, teachers, businesspeople, professionals, athletes, artists, leaders, and lifelong learners.Whenever you are stuck, need a new idea, or want to learn and grow, "The 5 Elements of Effective Thinking" will inspire and guide you on your way.

    military in Nuristan and Kunar in the hope of preventing Taliban insurgents from moving freely back and forth between Afghanistan and Pakistan. Three years after its construction, the army was finally ready to concede what the men on the ground had known immediately: it was simply too isolated and too dangerous to defend.    On October 3, 2009, after years of constant smaller attacks, the Taliban finally decided to throw everything they had at Keating. The ensuing 14-hour battle-- and eventual victory-- cost 8 men their lives.   Red Platoon is the riveting first-hand account of the Battle of Keating, told by Romesha, who spearheaded both the defense of the outpost and the counter-attack that drove the Taliban back beyond the wire, and received the Medal of Honor for his actions.

    A graduate of West Point and an inductee in the National College Football Hall of Fame for his All-American performance for Army, Olds was one of the toughest college football players at the time. In WWII, Olds quickly became a top fighter pilot and squadron commander by the age of 22—and an ace with 12 aerial victories.But it was in Vietnam where the man became a legend. He arrived in 1966 to find a dejected group of pilots and motivated them by placing himself on the flight schedule under officers junior to himself, then challenging them to train him properly because he would soon be leading them. Proving he wasn’t a WWII retread, he led the wing with aggressiveness, scoring another four confirmed kills, becoming a rare triple ace.Olds (who retired a brigadier general and died in 2007) was a unique individual whose personal story is one of the most eagerly anticipated military books of the year.

    Author Howard Love calls this pattern the  start-up J Curve: The toughest part of the endeavor is the time between the actual start of a new business and when the product and model are firmly established. The Start-Up J Curve gives entrepreneurs the tools they need to get through the early challenges so they can reach the primary value creation that lies beyond.Love brings thirty-five years of start-up experience to this comprehensive guide to starting a business. He outlines the six predictable stages of start-up growth and details the activities that should be undertaken at each stage to ensure success and to avoid common pitfalls. Instead of feeling lost and confused after a setback, start-up founders and investors can anticipate the challenges, overcome the obstacles, and ride the curve to the top.

    In Facts and Fears Clapper traces his career through his rise in ranks of the military, the history of several decades of national intelligence operations, the growing threat of cyberattacks, his relationships with presidents and Congress, and the truth about Russia's role in the presidential election. He describes, in the wake of Snowden and WikiLeaks, his efforts to make intelligence more transparent and to push back against the suspicion that Americans' private lives are subject to surveillance. Clapper considers such difficult questions as, is intelligence ethical? Is it moral to use human sources to learn secrets, to intercept communications, to take pictures of closed societies from orbit? What are the limits of what we should be allowed to do? What protections should we give to the private citizens of the world, not to mention our fellow Americans? Is there a time that intelligence officers can lose credibility as unbiased reporters of hard truths by asserting themselves into policy decisions?

    It is up to you.Eddie Jaku always considered himself a German first, a Jew second. He was proud of his country. But all of that changed in November 1938, when he was beaten, arrested and taken to a concentration camp.Over the next seven years, Eddie faced unimaginable horrors every day, first in Buchenwald, then in Auschwitz, then on a Nazi death march. He lost family, friends, his country.Because he survived, Eddie made the vow to smile every day. He pays tribute to those who were lost by telling his story, sharing his wisdom and living his best possible life. He now believes he is the 'happiest man on earth'.Published as Eddie turns 100, this is a powerful, heartbreaking and ultimately hopeful memoir of how happiness can be found even in the darkest of times.

    We’re a little taller or shorter than the average, our salary is a bit higher or lower than the average, and we wonder about who it is that is buying the average-priced home. All around us, we think, are the average people—with the average height, the average salary and the average house.But the average doesn’t just influence how we see ourselves—our entire social system has been built around this average-size-fits-all model. Schools are designed for the average student. Healthcare is designed for the average patient. Employers try to fill average job descriptions with employees on an average career trajectory. Our government implements programs and initiatives to serve the average person. For more than a century, we’ve believed that the best way to run our institutions is by focusing on the average person. But when you actually drill down into the numbers, you find an amazing fact: no one is average—which means that our society built for everyone is actually serving no one.In the 1950s, the American Air Force found itself with a massive problem—performance in expensive, custom-made planes was suffering terribly, with crashes peaking at seventeen in a single day. Since the state-of-the-art planes they were flying had been meticulously crafted to fit the average pilot, pilot error was assumed to be at fault. Until, that is, the Air Force investigated just how many of their pilots were actually average. The shocking answer: out of thousands of active-duty pilots, exactly zero were average. Not one. This discovery led to simple solutions (like adjustable seats) that dramatically reduced accidents, improved performance, and expanded the pool of potential pilots. It also led to a huge change in thinking: planes didn’t need to be designed for everyone—they needed to be designed so they could adapt to suit the individual flying them.The End of Average shows how success lies in customizing to our individual needs in all aspects of our lives, from the way we mark tests to the medical treatment we receive. Using principles from The Science of the Individual, it shows how we can break down the average to create individualized success that benefits everyone in the long run. It's time we stopped settling for average, and in The End of Average, Todd Rose will show you how.

    Even when the legend surrounding his invincibility was overturned at El Alamein, the aura surrounding Rommel himself remained unsullied. As a leader of a small unit in the First World War, he proved himself an aggressive and versatile commander, with a reputation for using the battleground terrain to his own advantage, for gathering intelligence, and for seeking out and exploiting enemy weaknesses. Rommel graphically describes his own achievements, and those of his units, in the swift-moving battles on the Western Front, in the ensuing trench warfare, in the 1917 campaign in Romania, and in the pursuit across the Tagliamento and Piave rivers. This classic account seeks out the basis of his astonishing leadership skills, providing an indispensable guide to the art of war written by one of its greatest exponents.

    We and the 1st Battalion."A Yale graduate who volunteered to serve his country, Larry Gwin was only twenty-three years old when he arrived in Vietnam in 1965. After a brief stint in the Delta, Gwin was reassigned to the 1st Cavalry Division (Airmobile) in An Khe. There, in the hotly contested Central Highlands, he served almost nine months as executive officer for Alpha Company, 2/7, fighting against crack NVA troops in some of the war's most horrific battles.The bloodiest conflict of all began November 12, 1965, after 2nd Battalion was flown into the Ia Drang Valley west of Pleiku. Acting as point, Alpha Company spearheaded the battalion's march to landing zone Albany for pickup, not knowing they were walking into the killing zone of an NVA ambush that would cost them 10 percent casualties.Gwin spares no one, including himself, in his gut-wrenching account of the agony of war. Through the stench of death and the acrid smell of napalm, he chronicles the Vietnam War in all its nightmarish horror.

    Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides. Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified. Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni's first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health--complete with stories, tips and anecdotes from his experiences consulting to some of the nation's leading organizations. In this age of informational ubiquity and nano-second change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way--one that maximizes human potential and aligns the organization around a common set of principles.

    This riveting book is both an indictment of an agency that lost its way and an unprecedented look at the roots of modern terrorism, and includes a new afterword in which Baer speaks out about the American war on terrorism and its profound implications throughout the Middle East.“Robert Baer was considered perhaps the best on-the-ground field officer in the Middle East.”–Seymour M. Hersh, The New YorkerFrom The PrefaceThis book is a memoir of one foot soldier’s career in the other cold war, the one against terrorist networks. It’s a story about places most Americans will never travel to, about people many Americans would prefer to think we don’t need to do business with.This memoir, I hope, will show the reader how spying is supposed to work, where the CIA lost its way, and how we can bring it back again. But I hope this book will accomplish one more purpose as well: I hope it will show why I am angry about what happened to the CIA. And I want to show why every American and everyone who cares about the preservation of this country should be angry and alarmed, too.The CIA was systematically destroyed by political correctness, by petty Beltway wars, by careerism, and much more. At a time when terrorist threats were compounding globally, the agency that should have been monitoring them was being scrubbed clean instead. Americans were making too much money to bother. Life was good. The White House and the National Security Council became cathedrals of commerce where the interests of big business outweighed the interests of protecting American citizens at home and abroad. Defanged and dispirited, the CIA went along for the ride. And then on September 11, 2001, the reckoning for such vast carelessness was presented for all the world to see.