In Zero to One, legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things. Thiel begins with the contrarian premise that we live in an age of technological stagnation, even if we’re too distracted by shiny mobile devices to notice. Information technology has improved rapidly, but there is no reason why progress should be limited to computers or Silicon Valley. Progress can be achieved in any industry or area of business. It comes from the most important skill that every leader must master: learning to think for yourself.Doing what someone else already knows how to do takes the world from 1 to n, adding more of something familiar. But when you do something new, you go from 0 to 1. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. Tomorrow’s champions will not win by competing ruthlessly in today’s marketplace. They will escape competition altogether, because their businesses will be unique. Zero to One presents at once an optimistic view of the future of progress in America and a new way of thinking about innovation: it starts by learning to ask the questions that lead you to find value in unexpected places.

    In this fascinating, provocative new book, Kevin Kelly provides an optimistic road map for the future, showing how the coming changes in our lives—from virtual reality in the home to an on-demand economy to artificial intelligence embedded in everything we manufacture—can be understood as the result of a few long-term, accelerating forces. Kelly both describes these deep trends—flowing, screening, accessing, sharing, filtering, remixing, tracking, and questioning—and demonstrates how they overlap and are codependent on one another. These larger forces will completely revolutionize the way we buy, work, learn, and communicate with each other. By understanding and embracing them, says Kelly, it will be easier for us to remain on top of the coming wave of changes and to arrange our day-to-day relationships with technology in ways that bring forth maximum benefits. Kelly’s bright, hopeful book will be indispensable to anyone who seeks guidance on where their business, industry, or life is heading—what to invent, where to work, in what to invest, how to better reach customers, and what to begin to put into place—as this new world emerges.

    Our smallest actions and gestures often have outsized impact on our biggest goals, say Linda Kaplan Thaler and Robin Koval. Did you double-check that presentation one last time, or hold the elevator for a stranger? Going that extra inch – whether with a client, customer, family member, or friend – speaks volumes to others about our talent, personality, and motivations. After all, if we can’t take care of the small details, how can we be counted on to deliver when it really matters? In today’s challenging times, bigger isn’t always better. In fact, it’s often the baby steps that put us on the path to delivering a true competitive advantage. The real secret to getting ahead in life and in our careers is to refocus our attention on the small details that, if disregarded, can sabotage a multimillion-dollar ad campaign or undermine your most important relationships. Kaplan Thaler and Koval show how to get more of what you want with surprisingly less than you’d imagine. Written in the same entertaining, story-driven style that made THE POWER OF NICE the go-to book for finishing first, THE POWER OF SMALL demonstrates how all of us can harness the power of small to improve and reinvent our lives. It’s the ultimate guide to shrinking your outlook to broaden your horizons. Get SMALL and get going!

    This is a book about how to take working life in new directions - how to negotiate the labyrinth of choices, how to think about personal ambitions and motivations, and ultimately how to take concrete steps to finding a fulfilling career.

    There’s a science to improving your critical thinking, weighing pros and cons, and avoiding the traps that take you down the wrong path. We can systematically make decisions that will improve our lives if we just know what to focus on. Learn why most of our instincts about decisions are flat-out wrong. The Science of Intelligent Decision Making will teach you to seize control of your life and make sure your decisions aren’t making you . This book cites years of research and scientific studies about what constitutes a great decision and the factors that will inevitably lead you there. It is an in-depth look at human nature and psychology and why we think the way we do. It’s largely subconscious, but easily overcome with the methodologies described within. Think more quickly and more thoroughly – at the same time. Peter Hollins has studied psychology and the human condition for over a dozen years. This book contains tactics pulled from his personal experience, as well as some of the most famous studies in decision theory and social psychology to help you make snap decisions. Beat analysis paralysis. • Learn your subconscious motivations, needs, and desires. • Discover the surprising causes and cures for decision fatigue. • Over 10 of the most dangerous cognitive biases and decision traps. • How to make your pros and cons lists incredibly useful. Never have “buyer’s remorse” regrets again. • The 6 Hats Method of intelligent decisions. • How to make group decisions optimally. • The WRAP method of preparing for failure. • How to think outside the box and creatively solve problems. Remove the stress of tough and uncertain decisions forever. When you master decision making, you can control your happiness and seize the opportunities life gives you. Better decisions more information and understanding and less stress and anxiety. What if you could predict the future with consistency through your decisions? You will fail far less, stop wasting your time, and cut down on the regrets in your life. Wise choices will allow you to perform under pressure, and even strategically think outside the box. Start choosing happiness by QUICKLY AND DECISIVELY clicking the BUY NOW button at the top of this page.

    Bosses, colleagues, customers—but also family, friends, and in-laws—they all have “suggestions” for our performance, parenting, or appearance. We know that feedback is essential for healthy relationships and professional development—but we dread it and often dismiss it.That’s because receiving feedback sits at the junction of two conflicting human desires. We do want to learn and grow. And we also want to be accepted just as we are right now. Thanks for the Feedback is the first book to address this tension head on. It explains why getting feedback is so crucial yet so challenging, and offers a powerful framework to help us take on life’s blizzard of off-hand comments, annual evaluations, and unsolicited advice with curiosity and grace.The business world spends billions of dollars and millions of hours each year teaching people how to give feedback more effectively. Stone and Heen argue that we’ve got it backwards and show us why the smart money is on educating receivers— in the workplace and in personal relationships as well.Coauthors of the international bestseller Difficult Conversations, Stone and Heen have spent the last ten years working with businesses, nonprofits, governments, and families to determine what helps us learn and what gets in our way. With humor and clarity, they blend the latest insights from neuroscience and psychology with practical, hard-headed advice. The book is destined to become a classic in the world of leadership, organizational behavior, and education.

    but not enough time to execute it? What about a goal you really want to accomplish...but can't because instead of taking action, you procrastinate? Do you feel like the only way things are going to get done is if you do them? But what if it wasn't that way? What if you had a team of people around you that helped you accomplish your goals (while you helped them accomplish theirs)? When we want something done, we've been trained to ask ourselves: "How can I do this?" Well, there is a better question to ask. One that unlocks a whole new world of ease and accomplishment. Expert coach Dan Sullivan knows the question we should ask instead: "Who can do this for me?" This may seem simple. And it is. But don't let the lack of complexity fool you. By mastering this question, you will quickly learn how billionaires and successful entrepreneurs like Dan build incredible businesses and personal freedom. This book will teach you how to make this essential paradigm-shift so you can: - Build a successful business effectively while not killing yourself - Immediately free-up 1,000+ hours of work that you shouldn't be doing anyway - Bypass the typical scarcity and decline of aging and other societal norms - Increase your vision in all areas of life and build teams of WHOs to support you in that vision - Never be limited in your goals and ambitions again - Expand your abundance of wealth, innovation, relationships, and joy - Build a life where everything you do is your choice--how you spend your time, how much money you make, the quality of your relationships, and the type of work you do Making this shift involves retraining your brain to stop limiting your potential based on what you solely can do and instead focus on the nearly infinite and endless connections between yourself and other people as well as the limitless transformation possible through those connections.

    All those vessels going to the brain. Carrying nutrients so you can think. Which I hadn’t . . . I was stunned. But I hadn’t lost yet. I still had the phone. And two options." There are a select few people who get things done. Spies are first among them. In a 45 minute read, a former spy introduces two simple tools for thinking. The first describes how we think. The second helps us think ahead. They are the essential tools for getting things done. The tools are applied to an incident in a subway car in Europe where a spy faces a new enemy. Then, they're reapplied to Saddam Hussein's stockpiling (or not) of weapons of mass destruction. John Braddock was a case officer at the CIA. He developed, recruited and handled sources on weapons proliferation, counter-terrorism and political-military issues. A former university research fellow, he is now a strategy consultant. He helps people and organizations think more effectively about their strategy, their customers and the competition.

    His groundbreaking revelations shed light not just on business but on the way every human being acts and lives around the world. Rapaille’s breakthrough notion is that we acquire a silent system of Codes as we grow up within our culture. These Codes—the Culture Code—are what make us American, or German, or French, and they invisibly shape how we behave in our personal lives, even when we are completely unaware of our motives. What’s more, we can learn to crack the Codes that guide our actions and achieve new understanding of why we do the things we do. Rapaille has used the Culture Code to help Chrysler build the PT Cruiser—the most successful American car launch in recent memory. He has used it to help Procter & Gamble design its advertising campaign for Folger’s coffee – one of the longest-lasting and most successful campaigns in the annals of advertising. He has used it to help companies as diverse as GE, AT&T, Boeing, Honda, Kellogg, and L’Oréal improve their bottom line at home and overseas. And now, in The Culture Code, he uses it to reveal why Americans act distinctly like Americans, and what makes us different from the world around us. In The Culture Code, Dr. Rapaille decodes two dozen of our most fundamental archetypes—ranging from sex to money to health to America itself—to give us “a new set of glasses” with which to view our actions and motivations. Why are we so often disillusioned by love? Why is fat a solution rather than a problem? Why do we reject the notion of perfection? Why is fast food in our lives to stay? The answers are in the Codes. Understanding the Codes gives us unprecedented freedom over our lives. It lets us do business in dramatically new ways. And it finally explains why people around the world really are different, and reveals the hidden clues to understanding us all.

    We are on the leading edge of a Smart Machine Age led by artificial intelligence that will be as transformative for us as the Industrial Revolution was for our ancestors. Smart machines will take over millions of jobs in manufacturing, office work, the service sector, the professions, you name it. Not only can they know more data and analyze it faster than any mere human, say Edward Hess and Katherine Ludwig, but smart machines are free of the emotional, psychological, and cultural baggage that so often mars human thinking. So we can't beat 'em and we can't join 'em. To stay relevant, we have to play a different game. Hess and Ludwig offer us that game plan. We need to excel at critical, creative, and innovative thinking and at genuinely engaging with others--things machines can't do well. The key is to change our definition of what it means to be smart. Hess and Ludwig call it being NewSmart. In this extraordinarily timely book, they offer detailed guidance for developing NewSmart attitudes and four critical behaviors that will help us adapt to the new reality. The crucial mindset underlying NewSmart is humility--not self-effacement but an accurate self-appraisal: acknowledging you can't have all the answers, remaining open to new ideas, and committing yourself to lifelong learning. Drawing on extensive multidisciplinary research, Hess and Ludwig emphasize that the key to success in this new era is not to be more like the machines but to excel at the best of what makes us human.

    Questioning—deeply, imaginatively, "beautifully"—can help us identify and solve problems, come up with game-changing ideas, and pursue fresh opportunities. So why are we often reluctant to ask "Why?"Berger's surprising findings reveal that even though children start out asking hundreds of questions a day, questioning "falls off a cliff" as kids enter school. In an education and business culture devised to reward rote answers over challenging inquiry, questioning isn't encouraged—and, in fact, is sometimes barely tolerated.And yet, as Berger shows, the most creative, successful people tend to be expert questioners. They've mastered the art of inquiry, raising questions no one else is asking—and finding powerful answers. The author takes us inside red-hot businesses like Google, Netflix, IDEO, and Airbnb to show how questioning is baked into their organizational DNA. He also shares inspiring stories of artists, teachers, entrepreneurs, basement tinkerers, and social activists who changed their lives and the world around them—by starting with a "beautiful question."Berger explores important questions, such as:- Why aren't we nurturing kids' natural ability to question—and what can parents and schools do about that?- Since questioning is a starting point for innovation, how might companies and business leaders begin to encourage and exploit it?- And most important, how can each of us re-ignite that questioning spark—and use inquiry as a powerful means to rethink and reinvent our lives?A More Beautiful Question outlines a practical Why / What If / How system of inquiry that can guide you through the process of innovative questioning—helping you find imaginative, powerful answers to your own "beautiful questions."

    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.

    This brilliant adaptation of the ancient masterpiece The Art of War shows women how to use Sun Tzu’s philosophy to win in every aspect of life.Would you like to transform your weaknesses into strengths? Succeed at work without compromising your ethics? Integrate your style and personal philosophy into every action you take? If so, this book is for you. In The Art of War for Women, bestselling author Chin-Ning Chu brings the eternal wisdom of philosopher-general Sun Tzu to women looking to gain a better understanding of who they are – and, more importantly, who they want to be. In the West, when we think of war, we imagine battle, casualties, brutality. But Sun Tzu, the man who wrote the Art of War some 2,500 years ago, was Chinese, and the Chinese think of war differently than we do in the West. In their view, war does not revolve around fighting. It is about determining the most efficient way of gaining victory with the least amount of conflict.That’s why Sun Tzu’s Art of War is particularly appropriate for women. Let’s face it, as intelligent and accomplished as we may be, there are very few of us who are comfortable with direct confrontation or situations where our triumph means someone else’s defeat. We are natural negotiators and problem solvers; most of us prefer win-win situations to those in which winner-takes-all.But there is another reason The Art of War is particularly appropriate for us. Although Sun Tzu’s book is about the application of strategies, every one of those strategies begins with having a deep understanding of the people and the world around us. They also require us to understand ourselves – our strengths and weaknesses, our goals and fears. In other words, the aim is not to apply a series of rules coldly and dispassionately, but rather to integrate ourselves and our unique talents into the strategies we will employ. This is not a feel-good book. (But you will feel good after reading it.) It is not a motivational book. (But you will be motivated to achieve what you want, once you are done.) Ultimately, its purpose it to provide women with the strategies we all need to overcome the obstacles that stand in the way of our goals and dreams. Sun Tzu’s Art of War is the most influential book on strategy ever published, selling tens of millions of copies worldwide in several editions. Written by one of today’s foremost authorities on Sun Tzu, The Art of War for Women is sure to become a classic in its own right.

    Rare Book

    But when he took the helm in 2004, America was losing that war badly: despite vastly inferior resources and technology, Al Qaeda was outmaneuvering America’s most elite warriors. McChrystal came to realize that today’s faster, more interdependent world had overwhelmed the conventional, top-down hierarchy of the US military. Al Qaeda had seen the future: a decentralized network that could move quickly and strike ruthlessly. To defeat such an enemy, JSOC would have to discard a century of management wisdom, and pivot from a pursuit of mechanical efficiency to organic adaptability. Under McChrystal’s leadership, JSOC remade itself, in the midst of a grueling war, into something entirely new: a network that combined robust centralized communication with decentralized managerial authority. As a result, they beat back Al Qaeda. In this book, McChrystal shows not only how the military made that transition, but also how similar shifts are possible in all organizations, from large companies to startups to charities to governments. In a turbulent world, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they’ve learned. Drawing on a wealth of evidence from his military career, the private sector, and sources as diverse as hospital emergency rooms and NASA’s space program, McChrystal frames the existential challenge facing today’s organizations, and presents a compelling, effective solution.