This entertaining guide builds on scores of case studies taken from business, sports, the movies, politics, and gambling. It outlines the basics of good strategy making and then shows how you can apply them in any area of your life.

    Especially in fields like tech and the creative industries, the ability to focus is your golden ticket to success. Yet time and again, the hours tick away and your work goes unfinished. You feel anxious to start a project, frustrated while working on it, and discouraged with the result. You wish that you could concentrate long enough to put your ideas into action. So how do you take control and breeze through projects distraction-free? In 10-Minute Focus, attention-expert Daniel Walter guides you through 25 actionable habits that will help you power through your day, distraction free. You will gain a better understanding of how attention, distractions, and rewards work. With this knowledge, you can plan your day to maximize effective working time while avoiding your personal distraction triggers. And it won’t take long. Like the title says, you only need ten minutes a day to see results. With 10-Minute Focus, you can develop a personalized game plan for getting things done- even if you’re tired or don’t feel like it. This book is for you if you seek valuable information on: Understanding your personal distraction triggers and how to eliminate them Finally figuring out why you procrastinate and how to overcome it Which healthy habits can turbo-charge your focus Why you should take breaks and avoid meetings How you can use self-reward to strengthen your focus By implementing the tips in 10 Minute Focus, you will notice a feeling of greater control over your work and life. At the same time, you will feel less stress and anxiety. You may also feel more pride and satisfaction with your work, which will in turn boost your overall self-confidence. And because you will be using your time more effectively, you will have more time for things you actually enjoy doing. Won’t you want to start living with a much better understanding of focus and getting things done? Get your copy of this fantastic guide as a part of your commitment to improving today! Click the link below to view the book on Amazon! https://amzn.to/2qqDl3D

    His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant—or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from student days—Jonah—to help him break out of conventional ways of thinking to see what needs to be done.The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt.

    But today, success is increasingly dependent on how we interact with others. It turns out that at work, most people operate as either takers, matchers, or givers. Whereas takers strive to get as much as possible from others and matchers aim to trade evenly, givers are the rare breed of people who contribute to others without expecting anything in return. Using his own pioneering research as Wharton's youngest tenured professor, Grant shows that these styles have a surprising impact on success. Although some givers get exploited and burn out, the rest achieve extraordinary results across a wide range of industries. Combining cutting-edge evidence with captivating stories, this landmark book shows how one of America's best networkers developed his connections, why the creative genius behind one of the most popular shows in television history toiled for years in anonymity, how a basketball executive responsible for multiple draft busts transformed his franchise into a winner, and how we could have anticipated Enron's demise four years before the company collapsed - without ever looking at a single number. Praised by bestselling authors such as Dan Pink, Tony Hsieh, Dan Ariely, Susan Cain, Dan Gilbert, Gretchen Rubin, Bob Sutton, David Allen, Robert Cialdini, and Seth Godin-as well as senior leaders from Google, McKinsey, Merck, Estee Lauder, Nike, and NASA - Give and Take highlights what effective networking, collaboration, influence, negotiation, and leadership skills have in common. This landmark book opens up an approach to success that has the power to transform not just individuals and groups, but entire organizations and communities.

    From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.To help people uncover their talents, Gallup introduced StrengthsFinder in the 2001 management book Now, Discover Your Strengths. The book ignited a global conversation, while StrengthsFinder helped millions discover their top five talents.In StrengthsFinder 2.0, Gallup unveils the new and improved version of its popular online assessment. With hundreds of strategies for applying your strengths, StrengthsFinder 2.0 will change the way you look at yourself and the world forever.

    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.

    Discover the steps of creating; the importance of creating what you truly love, how to focus on the creative process to move from where you are to where you want to be, and much more.

    The legendary Harvey Mackay is back with the sum total of decades of sales know-how-teaching go-getters how to make the sale and hit the numbers, day in and day out.In his irrepressible and irreverent style, Mackay shares decades of solid-gold selling wisdom, with inspirational lessons such as:Big shots are just little shots who kept shooting Helping someone up won't pull you down-and could very easily pull them to your side Be like the turtle: If he didn't stick his neck out, he wouldn't get anywhere at allCovering everything from how to find the right mentor to earning the loyalty of your customers to overcoming rejection, Mackay delivers road-tested, real-world selling advice that has stood the test of time.In a digital world, the human touch has never been more decisive. And nobody connects with customers, readers, and audiences better than Harvey Mackay.

    Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase.But dig deeper and a startling truth emerges:Yes, one in nine Americans works in sales. But so do the other eight.Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others. Like it or not, we’re all in sales now.To Sell Is Human offers a fresh look at the art and science of selling. As he did in Drive and A Whole New Mind, Daniel H. Pink draws on a rich trove of social science for his counterintuitive insights. He reveals the new ABCs of moving others (it's no longer "Always Be Closing"), explains why extraverts don't make the best salespeople, and shows how giving people an "off-ramp" for their actions can matter more than actually changing their minds.Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.

    This book delivers proven techniques for controlling projects and managing diverse teams in a wide variety of situations, and bringing those projects to successful closure. The concepts in this book are essential for all project managers, with and without authority, because they offer a productive alternative to ""command and control"" management techniques that can easily backfire.Tom Kendrick's system will help you get successful project results from diverse, cross-functional, virtual, outsourced, and other types of project teams by showing how to establish and build:Control Through Process. Key project management processes, infrastructure, and the role of the project office.Control Through Influence. Productive leadership styles, reciprocity, and maintaining relationships.Control Through Project Metrics. Quantitative, predictive, diagnostic, and retrospective metrics for project control, motivating desired behaviors, and avoiding potential problems.Control Through Project Initiation. The role of the sponsor in project control, the importance of project vision, project launch documentation, and the project start-up workshop.Control Through Project Planning. Collaborative planning as the foundation of project control; planning as a key factor in setting baselines and establishing metrics.Control During Project Execution. Measurement and interpretation of project status, informal communication, and maintaining relationships as keys to maintaining control.Control Through Tracking and Monitoring. Controlling scope and other project parameters; formal project communication and reporting, rewards and recognition, and project reviews.Enhancing Overall Control Through Project Closure. Sign-off, evaluating retrospective project metrics, celebrating, and rewarding the team; improving long-term project control through lessons learned.Packed with invaluable guidance for controlling projects of all scopes and in any field, Results Without Authority will help novice and experienced project leaders get the best from their project teams."

    Indispensable shows businesses how to break out of that cycle by using The Five Drivers-a strategy that takes companies to the next level of performance. Renowned business consultant Joe Calloway looks at how real companies have made their product or service mission critical, and satisfied customers in the process. Indispensable goes straight to the heart of the issue and reveals how successful companies-of any size, in virtually any manufacturing, selling, or service endeavor-achieve market leadership through The Five Drivers of fierce customer loyalty. Indispensable shows readers how to: * Create and sustain momentum: overcome organizational inertia and keep moving forward * Develop habitual dependability: make consistency of performance a defining characteristic * Connect continuously * See the Big Picture Outcome: create compelling customer experiences * Engage, Enchant, Enthrall: make magic in the marketplace With interviews, detailed case studies, and dozens of real-world, effective customer service ideas and initiatives, Indispensable is just what today's forward-thinking businesses need.

    Presentation Zen challenges the conventional wisdom of making "slide presentations" in today’s world and encourages you to think differently and more creatively about the preparation, design, and delivery of your presentations. Garr shares lessons and perspectives that draw upon practical advice from the fields of communication and business. Combining solid principles of design with the tenets of Zen simplicity, this book will help you along the path to simpler, more effective presentations.--back cover

    How do these individuals make the split-second decisions that save lives? Most studies of decision making, based on artificial tasks assigned in laboratory settings, view people as biased and unskilled. Gary Klein is one of the developers of the naturalistic decision making approach, which views people as inherently skilled and experienced. It documents human strengths and capabilities that so far have been downplayed or ignored.Since 1985, Klein has conducted fieldwork to find out how people tackle challenges in difficult, nonroutine situations. Sources of Power is based on observations of humans acting under such real-life constraints as time pressure, high stakes, personal responsibility, and shifting conditions. The professionals studied include firefighters, critical care nurses, pilots, nuclear power plant operators, battle planners, and chess masters. Each chapter builds on key incidents and examples to make the description of the methodology and phenomena more vivid. In addition to providing information that can be used by professionals in management, psychology, engineering, and other fields, the book presents an overview of the research approach of naturalistic decision making and expands our knowledge of the strengths people bring to difficult tasks.

    It is more about learning who we are really called to be. According to the author, failing to make that fundamental discovery is why so many people find themselves in jobs they hate. But now, thousands upon thousands are finding the work they love thanks to practical advice from leading career counselor Miller. Conversational and creative, Miller helps readers see clear patterns form from which we can make successful career and job decisions by understanding our God-given skills and abilities, personality traits, values, dreams, and passions. 48 Days to the Work You Love provides a step-by-step process for creating a Life Plan and translating that plan into meaningful and fulfilling daily work.

    We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you boost your emotional skills—and your professional success.This book will inspire you to:• Monitor and channel your moods and emotions• Make smart, empathetic people decisions• Manage conflict and regulate emotions within your team• React to tough situations with resilience• Better understand your strengths, weaknesses, needs, values, and goals• Develop emotional agility