The Essential Vince Lombardi compiles Lombardi's most memorable quotes and phrases, alphabetically by topic, for use in speeches, memos, and documents--or just for fingertip inspiration and insight.More than just a simple quote book, however, The Essential Vince Lombardi contains interviews from family members and associates, rare photographs, Lombardi Lessons for applying Lombardi's wisdom to everyday situations, and more. It places the leadership wisdom of Vince Lombardi in the context of today and is a valuable reference for businesspeople and Lombardi aficionados alike.

    This enables you to scan, absorb, and share the management insights with others. A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suitedfor, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.

    Edited by Peter D. Kaufman. Brand New.

    As a teenager he was an outcast, fleeing enemies on a mountain in northern Mongolia, an exile, a nobody. Yet it took only twenty years for Genghis to build the largest land empire in history: four times the size of Alexander’s, twice the size of Rome’s. How did he do it? What lessons does his life reveal about the nature of leadership? What is “greatness” in leadership? What traits did Genghis possess exactly? Might they apply in other times and other places — even here and today?John Man re-examines the life of Genghis Khan to discover the qualities, characteristics and strategies that made him the great leader that he was. The answers are sometimes surprising. Far from being just the tyrant that history records, he was a leader of exceptional vision and modernity. And many of the secrets of his success are as useful in today’s competitive business world as they were in rallying the Mongol hordes.

    According to Kaiser, successful arts organizations pursue strong programmatic marketing campaigns that compel people to buy tickets, enroll in classes, and so on—in short, to participate in the organization’s programs. Additionally, they create exciting activities that draw people to the organization as a whole. This institutional marketing creates a sense of enthusiasm that attracts donors, board members, and volunteers. Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, and audience members, artists, and donors feel confidence in the future. Resources are reinvested in more and better art, which is marketed aggressively; as a result, the “family” continues to grow, providing even more resources. This self-reinforcing cycle underlies the activities of all healthy arts organizations, and the theory behind it can be used as a diagnostic tool to reveal—and remedy—the problems of troubled ones. This book addresses each element of the cycle in the hope that more arts organizations around the globe—from orchestras, theaters, museums, opera companies, and classical and modern dance organizations to service organizations and other not-for-profit cultural institutions—will be able to sustain remarkable creativity, pay the bills, and have fun doing so!

    The ideas are proven by several decades of experience and well-supported in the text with numerous examples.

    . . Mr. Colletti's book might be even more groundbreaking [than Moneyball] in some ways: It's a nearly unprecedented opportunity to see what running a baseball franchise looks like through the eyeballs of an actual general manager. . . [Colletti] has a gift for entertaining storytelling. . . These are stories modern general managers rarely tell, except in late-night gatherings at their favorite bars with people they know and trust. So to read them here, told in such colorful detail, makes you feel as if Ned Colletti has just invited you to plop down on the next bar stool." --Wall Street Journal "Ned Colletti is a baseball treasure with fascinating stories to tell from inside the game. The Big Chair is your all-access pass. After reading this book, you will not only understand the job of a general manager better but also the game of baseball itself."--Tom Verducci, author of The Cubs Way and co-author of The Yankee YearsAn unprecedented, behind-the-scenes look at the career of famed former Los Angeles Dodgers General Manager (a position also known as "The Big Chair"), whose tenure spanned nine of the most exciting and turbulent years in the franchise's history.During his tenure with the Dodgers, Colletti had the highest winning percentage of any general manager in the National League. In The Big Chair, he lets readers in on the real GM experience from his unique vantage point--sharing the inner workings of three of the top franchises in the sport, revealing the out-of-the-headlines machinations behind the trades, the hires and the deals; how the money really works; how the decision-making really works; how much power the players really have and why--the real brass tacks of some of the most pivotal decisions made in baseball history that led to great success along with heartbreak and failure on the field. Baseball fans will come for the grit and insight, stay for the heart, and pass it on for the wisdom.Ned Colletti began his MLB career with his beloved hometown team, the Chicago Cubs, more than 35 years ago. He worked in Chicago for a dozen years and was in the front office when the Cubs won the National League East in 1984 and 1989, after which he moved on as director of baseball operations for the SF Giants. By 1996, he became the Assistant GM for the Giants, before being hired as the GM in Los Angeles in 2006. There he oversaw the Dodgers through the highly publicized and acrimonious divorce battle between Frank and Jamie McCourt that culminated in the equally highly publicized sale of the team. He was present at the press conference where Don Mattingly, having just watched his team eliminated from the playoffs, used the post-season conference to vehemently discuss his lack of a contract extension. He brought marquee names like Greg Maddux and Clayton Kershaw to LA, as well as marquee drama with the likes of Manny Ramirez and Yasiel Puig; hired future Hall of Famer Joe Torre as manager; and oversaw fourteen Dodgers playoff wins. And these are just a few of the highlights.Colletti serves up a huge dish of first-hand experiences with some of the biggest names in baseball history (Barry Bonds, Greg Maddux, Don Mattingly, Don Zimmer, Tommy Lasorda, Scott Boras, Vin Scully, and more). From his humble early years living in a Chicago garage to his path to one of the most prestigious positions in professional sports, his very public and illustrious career has left a permanent handprint in the history of America's sport--and now he's ready to share the insight only those who have sat in The Big Chair have ever seen.

    It's responsible for unlocking limitless creativity and influence. It's known to reduce stress, improve decision-making skills, and make you a better leader. What is it? Reading. And it's the single best thing you can do to improve yourself professionally.Reading more and better books creates opportunities for you to learn new skills, rise above your competition, and build a successful career. In Read to Lead you'll learn- why you need to read like your career depends on it- the five science-backed reasons reading will help you build your career- how to absorb a book into your bloodstream- a technique that can double (or triple!) your reading speed- tips on creating a lifetime reading habit- and moreIf you want to lead a more satisfied life, have more intelligent conversations, and broaden your mind, you need to read to lead!

    This is a summary of First Break all the rulesThe complete book can be found here: First, Break All the Rules: What the World's Greatest Managers Do Differently

    With passion and pride, Ray Anderson, Founder, Chairman, and CEO of one of the world's largest interior furnishings companies, recounts his awakening to the importance of environmental issues and outlines the steps his petroleum-dependent company, Atlanta-based Interface, Inc., is taking in its quest to become a sustainable enterprise - one that will never have to take another drop of oil from the earth.

    A first-rate fighter pilot and a self-taught scholar, he wrote the first manual on jet aerial combat; spearheaded the design of both of the Air Force's premier fighters, the F-15 and the F-16; and shaped the tactics that saved lives during the Vietnam War and the strategies that won the Gulf War. Many of America's best-known military and political leaders consulted Boyd on matters of technology, strategy, and theory.In The Mind of War, Grant T. Hammond offers the first complete portrait of John Boyd, his groundbreaking ideas, and his enduring legacy. Based on extensive interviews with Boyd and those who knew him as well as on a close analysis of Boyd's briefings, this intellectual biography brings the work of an extraordinary thinker to a broader public.

    Most leaders recognize that developing these clearly articulated statements is time well spent; they help keep the organization on track and pointed toward clear goals. A written leadership philosophy, which we call "The Leader's Compass", achieves the same thing on a personal level; it lets people know what you expect, what you value, how you'll act, and how you'll measure performance, with the additional benefits of making the workplace less stressful and more productive. And, like a compass, it helps to keep you, the leader, on course".

    It is written for courses teaching leadership theory and application. The Leadership Experience integrates recent ideas and practices with established scholarly research in a way that makes the topic of leadership come alive.

    From this front row seat, you'll see one of the greatest wealth-building records in history unfold, year by year.If you're looking for dusty old investment theory, there are hundreds of other books waiting to cure you of insomnia. However, if you're looking for an investing book that's as personal as it is revelatory, look no further.Packed with Buffett and Munger's timeless, generous, and often hilarious wisdom, University of Berkshire Hathaway will keep serious investors turning pages late into the night:• Get unique insight into the thinking, strategies, and decisions--both good and bad--that made Buffett and Munger two of the world's greatest investors. • Understand the critical reasoning that leads Buffett and Munger to purchase a particular company, including their methods for assigning value.• Learn the central tenets of Buffett's value-investing philosophy "straight from the horse's mouth."• Enjoy Munger's biting wit as he goes after any topic that offends him.• Discover Buffett's distaste for "commonly accepted strategies" like modern portfolio theory.• See why these annual meetings are often called "an MBA in a weekend."

    This is a powerful collection of bestselling books that will help you love the work you do - even if you can't always do work that you love.