but not out. In 2001, then-27-year-old Chad Hymas had everything: a beautiful wife, two sons, two thriving businesses and parents and brothers who loved and supported him in everything he did. It seemed he couldn't fail. Everything he touched turned to gold. And then a rushed decision to ignore safety in favor of getting home to see his baby boy take his first steps changed everything forever. A few minutes of caution could've kept his golden life on track, and he would live to regret his decision until he changed his mind about what his life was for. Ultimately, Chad Hymas spent many weeks in the hospital and in physical therapy. The doctors determined that psychological therapy wasn't needed, but Chad had another kind of help. He met Art Berg, another quadriplegic, who introduced himself without a word but with plenty of action. And Chad was paying attention. That was the day he began to change his mind about his life's purpose. With desperation, dedication and determination, and the help and love of his family and friends, Chad set out to reinvent himself, take risks, and do things he never thought he could or would do, even when his body was whole and fully functional. He had plenty of black periods to work through, to let go of his old ideas about who he was supposed to be, and the anger and frustration of not being able to be that. It hasn't been an easy journey, but it has transformed him into a man unlike anything he ever thought he could or would be. He's dedicated his life to service for others who have lost functionality, or perhaps never had it. He became a living example of what is possible, if one is willing to invent different ways to do what has to be done. In order to teach others, he had to invent those new and different ways of doing things for himself. He had to walk the talk. Now... He opens minds, eyes, hearts and doors for people just like himself. He helps people who have all their faculties to become more than they think they can be. He inspires children and adults alike, those with challenges and those without. He helps companies to work better by coming together, and teaches families and caretakers new ways to help those they care for. In the ten years since his accident, Chad travels the world, speaking to companies, kids in schools at all grade levels, families and individuals whose lives are being remolded by their own events. He has become the living demonstration of what is possible, if we find different ways of doing what must be done. His life changed forever and now, he changes lives.

    It is about what didn't happen in your childhood, what wasn't said, and what cannot be remembered. Do you sometimes feel as if you're just going through the motions in life? Are you good at looking and acting as if you're fine, but secretly feel lonely and disconnected? Perhaps you have a fine life and are good at your work, but somehow it's just not enough to make you happy. If so, you are not alone. The world is full of people who have an innate sense that something is wrong with them. Who feel they live on the outside looking in, but have no explanation for their feeling and no way to put it into words. Who blame themselves for not being happier. If you are one of these people, you may fear that you are not connected enough to your spouse, or that you don't feel pleasure or love as profoundly as others do. Perhaps when you do experience strong emotions, you have difficulty understanding or tolerating them. You may drink too much, or eat too much, or risk too much, in an attempt to feel something good. In over twenty years of practicing psychology, many people have arrived in Jonice Webb's office, driven by the threat of divorce or the onset of depression, or by loneliness, and said, "Something is missing in me."Running on Empty will give you clear strategies for how to heal, and offers a special chapter for mental health professionals. In the world of human suffering, this book is an Emotional Smart Bomb meant to eradicate the effects of an invisible enemy.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    Longer training, ever more advanced technologies—neither seems to prevent grievous errors. But in a hopeful turn, acclaimed surgeon and writer Atul Gawande finds a remedy in the humblest and simplest of techniques: the checklist. First introduced decades ago by the U.S. Air Force, checklists have enabled pilots to fly aircraft of mind-boggling sophistication. Now innovative checklists are being adopted in hospitals around the world, helping doctors and nurses respond to everything from flu epidemics to avalanches. Even in the immensely complex world of surgery, a simple ninety-second variant has cut the rate of fatalities by more than a third.In riveting stories, Gawande takes us from Austria, where an emergency checklist saved a drowning victim who had spent half an hour underwater, to Michigan, where a cleanliness checklist in intensive care units virtually eliminated a type of deadly hospital infection. He explains how checklists actually work to prompt striking and immediate improvements. And he follows the checklist revolution into fields well beyond medicine, from disaster response to investment banking, skyscraper construction, and businesses of all kinds.An intellectual adventure in which lives are lost and saved and one simple idea makes a tremendous difference, The Checklist Manifesto is essential reading for anyone working to get things right.

    This updated assessment includes reports and resources that go far beyond the standardized reports of the older assessment by providing you with personalized insight statements unique to your specific combination of strengths.Many people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, they are raised and taught to become experts in their weaknesses — and spend their lives trying to fix them — while their strengths lie dormant. Led by Don Clifton, the Father of Strengths-Based Psychology, Gallup created a revolutionary program to help people identify their talents; develop them into strengths; and enjoy consistent, near-perfect performance. Twenty years ago, Gallup released Now, Discover Your Strengths to bring this program to the world. At the heart of this book is CliftonStrengths, the assessment that is the product of decades of research and hundreds of thousands of interviews to identify the most prevalent human strengths. CliftonStrengths reveals 34 dominant talent themes that you can translate into personal and career success. To develop this assessment, Gallup conducted psychological profiles with more than 2 million individuals to help people around the world focus and perfect these themes. Since Now, Discover Your Strengths was first released two decades ago, more than 20 million people worldwide have taken the CliftonStrengths assessment. The 20th anniversary edition includes a unique access code to take CliftonStrengths — previously known as StrengthsFinder 2.0 — which is a significantly more robust program than the assessment that appeared in the original edition of the book. This web-based assessment analyzes your instinctive reactions and immediately presents you with your top five themes. Once you know which of the 34 themes you lead with — such as Achiever, Activator, Empathy, Futuristic and Strategic — the book will show you how to use your top themes for your own development, for your success as a manager and for the success of your organization. With accessible and profound insights into how to turn talents into strengths, and with immediate online feedback from the CliftonStrengths assessment at its core, Now, Discover Your Strengths is one of the most groundbreaking and powerful business books ever written.

    Robert Holden is the creator of a unique program—called Success Intelligence—used worldwide by artists and writers, entrepreneurs and leaders, and also global companies and brands such as DOVE, the Body Shop, the BBC, and Virgin. This landmark book is an invaluable guide to genuine success and happiness.

    We can have a significant impact on the world around us—if we so choose. If you are looking to craft an extraordinary life, The Greatness Guide is the powerful and practical handbook that will inspire you to get to world class in both your personal and professional life. Passionate, provocative, and full of big ideas that will challenge and inspire, The Greatness Guide is one of those rare books that will release your potential and awaken your best self.Leaders, top entrepreneurs, and high-performance organizations in more than 40 countries have turned to Robin Sharma, one of the world's most trusted advisors on personal and business mastery, for his deeply insightful advice on getting to greatness. In this much-awaited book, you will get an insider's look at the tools, tactics, and techniques that have transformed so many of Robin's personal and organizational clients.Make the leap today and learn what the best do to become even better. The Greatness Guide will show you exactly how to experience remarkable results in each of the important areas of your life while enjoying the journey of living. You will discover the personal practices of successful people, and learn necessary tools for achieving work-life balance. The Greatness Guide will help you meet your highest potential and live an extraordinary life.

    Learn the principles and guiding philosophies of Bill Gates, Jeff Bezos, Ruth Bader Ginsburg, Warren Buffett, Oprah Winfrey, and many others through illuminating conversations about their remarkable lives and careers. For the past five years, David M. Rubenstein—author of The American Story, visionary cofounder of The Carlyle Group, and host of The David Rubenstein Show—has spoken with the world’s highest performing leaders about who they are and how they became successful. How to Lead distills these revealing conversations into an indispensable leadership guidebook. Gain advice and wisdom from CEOs, presidents, founders, and master performers from the worlds of finance (Warren Buffett, Jamie Dimon, Christine Lagarde, Ken Griffin), tech (Jeff Bezos, Bill Gates, Eric Schmidt, Tim Cook), entertainment (Oprah Winfrey, Lorne Michaels, Renee Fleming, Yo-Yo Ma), sports (Jack Nicklaus, Adam Silver, Coach K, Phil Knight), government (President Bill Clinton, President George W. Bush, Ruth Bader Ginsburg, Nancy Pelosi), and many others. -Jeff Bezos harnesses the power of wandering, discovering that his best decisions have been made with heart and intuition, rather than analysis. -Richard Branson never goes into a venture looking to make a profit. He aims to make the best in field. -Phil Knight views Nike as a marketing company whose product is its most important marketing tool. -Marillyn Hewson, who grew up in a fatherless home with four siblings in Kansas, quickly learned the importance of self-reliance and the value of a dollar. How to Lead shares the extraordinary stories of these pioneering agents of change. Discover how each luminary got started and how they handle decision making, failure, innovation, change, and crisis. Learn from their decades of experience as pioneers in their field. No two leaders are the same.

    uses the latest research from the fields of motivation, creativity, behavioral economics, neuroscience, and management to reveal what really makes us successful at work. Combining powerful stories with cutting edge findings, Friedman shows leaders at every level how they can use scientifically-proven techniques to promote smarter thinking, greater innovation, and stronger performance. Among the many surprising insights, Friedman explains how learning to think like a hostage negotiator can help you diffuse a workplace argument, why placing a fish bowl near your desk can elevate your thinking, and how incorporating strategic distractions into your schedule can help you reach smarter decisions. Along the way, the book introduces the inventor who created the cubicle, the president who brought down the world’s most dangerous criminal, and the teenager who single-handedly transformed professional tennis—vivid stories that offer unexpected revelations on achieving workplace excellence. Brimming with counterintuitive insights and actionable recommendations, The Best Place to Work offers employees and executives alike game-changing advice for working smarter and turning any organization—regardless of its size, budgets, or ambitions—into an extraordinary workplace.

    

    That principle is the value of slack, the degree of freedom in a company that allows it to change. Implementing slack could be as simple as adding an assistant to a department and letting high-priced talent spend less time at the photocopier and more time making key decisions, or it could mean designing workloads that allow people room to think, innovate, and reinvent themselves. It means embracing risk, eliminating fear, and knowing when to go slow. Slack allows for change, fosters creativity, promotes quality, and, above all, produces growth. With an approach that works for new- and old-economy companies alike, this revolutionary handbook debunks commonly held assumptions about real-world management, and gives you and your company a brand-new model for achieving and maintaining true effectiveness.

    The more I drank to relieve my shame-based loneliness and hurt, the more I felt ashamed.” Shame is the motivator behind our toxic behaviors: the compulsion, co-dependency, addiction and drive to superachieve that breaks down the family and destroys personal lives. This book has helped millions identify their personal shame, understand the underlying reasons for it, address these root causes and release themselves from the shame that binds them to their past failures. Key Features This is not just a recovery book. Among other things, it is a classic book on identifying and working through unresolved family issues. Includes affirmations, visualizations, inner voice and feeling exercises. Strong supporting studies make this a popular book with counselors and other professionals. Completely updated and revised

    But before long, Jo found herself riddled with questions. How do you make a marriage work in a world where you no longer need to be married? How does an independent, strong-willed feminist become someone’s partner—all the time?In the tradition of writers such as Nora Ephron and Elizabeth Gilbert, award-winning journalist and nationally bestselling author Jo Piazza writes a provocative memoir of a real first year of marriage that will forever change the way we look at matrimony. A travel editor constantly on the move, Jo journeys to twenty countries on five continents to figure out what modern marriage means. Throughout this stunning, funny, warm, and wise personal narrative, she gleans wisdom from matrilineal tribeswomen, French ladies who lunch, Orthodox Jewish moms, Swedish stay-at-home dads, polygamous warriors, and Dutch prostitutes.Written with refreshing candor, elegant prose, astute reporting, and hilarious insight into the human psyche, How to Be Married offers an honest portrait of an utterly charming couple. When life throws more at them than they ever expected—a terrifying health diagnosis, sick parents to care for, unemployment—they ultimately create a fresh understanding of what it means to be equal partners during the good and bad times. Through their journey, they reveal a framework that will help the rest of us keep our marriages strong, from engagement into the newlywed years and beyond.

    Over the past decade, Silicon Valley executives like Eric Schmidt and Elon Musk, Special Operators like the Navy SEALs and the Green Berets, and maverick scientists like Sasha Shulgin and Amy Cuddy have turned everything we thought we knew about high performance upside down. Instead of grit, better habits, or 10,000 hours, these trailblazers have found a surprising short cut. They're harnessing rare and controversial states of consciousness to solve critical challenges and outperform the competition.New York Times bestselling author Steven Kotler and high performance expert Jamie Wheal spent four years investigating the leading edges of this revolution—from the home of SEAL Team Six to the Googleplex, the Burning Man festival, Richard Branson’s Necker Island, Red Bull’s training center, Nike’s innovation team, and the United Nations’ Headquarters. And what they learned was stunning: In their own ways, with differing languages, techniques, and applications, every one of these groups has been quietly seeking the same thing: the boost in information and inspiration that altered states provide.Today, this revolution is spreading to the mainstream, fueling a trillion dollar underground economy and forcing us to rethink how we can all lead richer, more productive, more satisfying lives. Driven by four accelerating forces—psychology, neurobiology, technology and pharmacology—we are gaining access to and insights about some of the most contested and misunderstood terrain in history. Stealing Fire is a provocative examination of what’s actually possible; a guidebook for anyone who wants to radically upgrade their life.

    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.