Most leaders need reminding everyday that with their privileges comes responsibility and obligation. If any young man or woman seeking to become a leader and not a manager only reads one book on leadership, let it be this one!

    What is especially useful is that he does not just stick with small startups, let alone dreamy “inventors”. He finds innovation in big companies and even within governments.' - Matt Ridley, The Times__________________________David Rowan travels the globe in search of the most exciting and pioneering startups building the future. He’s got to know the founders of WhatsApp, LinkedIn, Google, Spotify, Xiaomi, Didi, Nest, Twitter and countless other ambitious entrepreneurs disrupting businesses in almost every sector. And yet too often the companies they’re disrupting don’t get it. They think they can innovate through jargon: with talk of change agents and co-creation gurus, ideas portals and webinars, make-a-thons and hackfests, paradigm shifts and pilgrimages to Silicon Valley. It’s mostly pointless innovation theatre — corporate nonsense that has little to do with delivering real change. But during this quest he's also discovered some genuinely exciting and transformative approaches to innovation, often in places you might least expect. Get ready for:· The airline that rewards passengers for walking their dog· The bank that performs surgery· The country that’s an app store And many more. Packed full of tips for anyone looking for radical ways to adapt and thrive in the digital age, this carefully curated selection of stories will reveal ideas for creating genuine innovation from some of the world’s most inspiring leaders.___________________________

    Now, pioneering ThoughtWorks software engineering expert Sriram Narayan shows how to do just that. Drawing on 15+ years working with leaders in telecommunications, finance, energy, retail, and beyond, he introduces a comprehensive agile approach to "Business-IT Effectiveness" that is as practical as it is valuable. Narayan demonstrates how to integrate agility throughout sales, marketing, product development, engineering, and operations, helping each function deliver more value individually and through its linkages with the rest of the business. Addressing people, process, and technology, he guides you in improving both the dynamic and static aspects of organization design, addressing team structure, accountability structures, organizational norms and culture, knowledge management, and more. Using real examples, Narayan helps you evaluate and improve organization designs to enhance autonomy, mastery, and purpose. You'll learn how to eliminate the specific organizational silos that cause the most problems... improve communication in organizations that claim to be (but aren't really) non-hierarchical... optimize the way you build teams, design office space, and even choose tools. Simply put, Agile IT Organization Design will help you improve improving the performance of any software organization by propagating agile wherever it makes sense and offers value.

    Seddon argues that while many commentators acknowledge command and control is failing us, no one provides an alternative. His contention is the alternative can only be understood when you see the failings of command and control by taking the better - systems - view. There is little in the book that you would find in a normal management curriculum. Seddon is scathing and controversial about leadership theorists, maintaining that leadership is being able to talk about how the work works with the people who do it. The book provides practical advice and examples of how to put this into place. Packed with illustrations of the unintended consequences of command and control thinking, you will be amazed that management of our organizations should be so appalling. You will see how customer service is poor and carries high costs and that changing the way the work is designed and managed will result in lower costs and better service. But, as Seddon points out, these are things managers cannot "see" from their current position. Managers don't know what they don't know. Seddon's case is that taking this view teaches managers to change their thinking, and he shows how the very observations they make when understanding what he calls "the what and why of current performance as a system" become the building blocks of the systems solution. And also illustrates the solutions for the cases he uses.

    You've just been introduced to your new team as their Agile Coach. The team calls themselves The Dream Team. You are responsible for coming up with a plan to get the team back on track to achieve their project goals.Shortly after the initial product launch, The Dream Team was set a challenge by the Management Team to try out an alternative way of working called Agile. Eighteen months on and the team is working anything but like a dream. In fact, life's become a bit of a nightmare. Morale is low. Productivity has ground to a halt. Quality has become a taboo subject.Management believes the project has reached an impasse. They demand results and are prepared to outsource the remainder of the project. You have 5 days to figure out how to help the team move forward.Your fate and that of your team is entirely in your hands. What choices will you make? Choose badly and you’ll come to a sticky end. Choose wisely and you and your team stand a chance of living happily ever after. What will you choose to do?

    He also analyzed his own story of being on top to crashing to the bottom. This book is not just boring training or education - it's full of amazing stories and colorful examples to help you master each STEP of becoming a Successful Entrepreneur. Go on this entire journey with Anik Singal and master the 4 Stages of becoming an Entrepreneur:   S.C.A.P. (Self, Catapult, Authority and People) .  Many people are saying that this book is an absolute for EVERY Entrepreneur in the World.Anik Singal has built over 6 companies, having sold over $200 Million worth of products and has taught 250,000+ students all over the World about every aspect of Entrepreneurship.

    presidents, this groundbreaking book makes the case that the best way to get ahead is to figure out what you have to give to a world seemingly obsessed with the question: What do I get? Aimed at a new generation of leaders and extremely relevant for today's economic climate, Love Leadership outlines Bryant's five laws of love-based leadership-Loss Creates Leaders (there can be no strength without legitimate suffering), Fear Fails (only respect and love leads to success), Love Makes Money (love is at the core of true wealth), Vulnerability is Power (when you open up to people they open up to you), and Giving is Getting (the more you offer to others, the more they will give back to you).One of today's most influential leaders, Bryant has appeared on Oprah and in articles in the LA Times, NY Times, and the Wall Street JournalBryant's bold approach to leadership is well-suited for today's tough economic environment and a world gripped by fear and uncertainty Outlines the innovative five laws of love-based leadership Love Leadership is that unique and powerful book that bridges the gap between solid business advice and pure inspiration.

    SAFe addresses this primary goal, and offers these further benefits: reduced time-to-market, improved quality, stronger alignment across geographically distributed multi-disciplinary teams, and collaboration across teams to deliver meaningful value to customers with reduced cycle time." --Sundaresan Jagadeesan, SW CoE Program Director, Philips To succeed in today's adapt-or-die marketplace, businesses must be able to rapidly change the way they create and deliver value to their customers. Hundreds of the world's most successful companies-including Intel, Capital One, AstraZeneca, Cisco, and Philips-have turned to the Scaled Agile Framework(R) (SAFe(R)) to achieve agility at scale and maintain a competitive edge. SAFe(R) 4.5 Distilled: Applying the Scaled Agile Framework(R) for Lean Enterprises explains how adopting SAFe can quickly improve time to market and increase productivity, quality, and employee engagement. In this book, you will Understand the business case for SAFe: its benefits, the problems it solves, and how to apply it Get an overview of SAFe across all parts of the business: team, program, value stream, and portfolio Learn why SAFe works: the power of SAFe's Lean-Agile mindset, values, and principles Discover how systems thinking, Agile development, and Lean product development form the underlying basis for SAFe Learn how to become a Lean-Agile leader and effectively drive an enterprise-wide transformation Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.

    You’ll explore how four different teams used Kanban to make paradigm-changing improvements in software development. These teams were struggling with overwork, unclear priorities, and lack of direction. As you discover what worked for them, you’ll understand how to make significant changes in real situations.The four case studies in this book explain how to:Improve the full value chain by using Enterprise KanbanBoost engagement, teamwork, and flow in change management and operationsSave a derailing project with KanbanHelp an office team outside IT keep up with growth using KanbanWhat seems easy in theory can become tangled in practice. Discover why “improving IT” can make you miss your biggest improvement opportunities, and why you should focus on fixing quality and front-end operations before IT. Discover how to keep long-term focus and improve across department borders while dealing with everyday challenges. Find out what happened when using Kanban to find better ways to do work in a well-established company, including running multi-team development without a project office.You’ll inspire your team and engage management to make it easier to develop better products.

     Instead of playing career roulette, you invest in deepening relationships and developing your skills. Instead of networking to get something, you lead with generosity. To further improve your odds, you make your work visible and frame it as a contribution. Combined, these elements form a powerful approach to work and life. In Working Out Loud, you’ll learn about research supporting this approach and read stories of people who’ve changed their lives by adopting it. Then you’ll go through a twelve-week mastery program to put the approach into practice yourself and turn that practice into a sustainable habit.

    The five non-negotiables. And you can’t give away what you don’t possess yourself.” When Lance Marshall’s life comes crashing down, his wife arranges for him to meet with his high school mentor, Coach Moore. Coach sends Lance “back to the locker room” to talk with five sports legends who are now successful leaders. Each player will show Lance a principle for excellence in both leadership and the home. But the advice comes with a caveat: Lance must apply the principle he learns within twenty-four hours or the meetings end. This modern parable is for business leaders, coaches, and parents who know the challenge of motivating people while balancing the demands of life with integrity—and leaving a legacy that will last forever.

    Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture—what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals. But it should be a mark of stupidity, the authors argue. Sadly, this isn’t just a problem for large organizations—individuals, contractors, and solopreneurs are burning themselves out the same way. The answer to better productivity isn’t more hours—it’s less waste and fewer things that induce distraction and persistent stress.It’s time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert.Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company’s culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn’t a book telling you what to do. It’s a book showing you what they’ve done—and how any manager or executive no matter the industry or size of the company, can do it too.

    That’s all it took. I was writing a letter home to my mom when the call rang out across the American compound: 'Get it on!' And just like that, the course of my life changed forever." Decorated U.S. military veteran-turned-country musician Keni Thomas gives a personal account of his heart-wrenching experiences in the chaotic 1993 Battle of Mogadishu to express a unique set of leadership lessons and inspired view of our greater purpose. Get It On! reminds readers "that we, as individuals, do indeed matter, that we are anything but ordinary, fully capable of carrying out life-changing assignments at any level and in any situation. We can make a difference in this world."Carrying a guitar now rather than a rifle, Keni also shares stories from the stage of the Grand Ole Opry to overseas concerts for active soldiers, always passionate about the battle that "still shapes my thoughts on a daily basis" and eager to encourage the absolute best in those who are willing to answer whatever call God places on their lives.Reviews:"Keni Thomas is a great storyteller. (This) is a book for everyone."-- War on Terror News

    The massive pressure on CIOs continues to increase as the opportunities to use technology in business become more prevalent and more competitive. As CIOs often find themselves at the center of business conflict, they must not only familiarize themselves with Machiavellian tactics as a defensive weapon, but also learn to use them as an offensive weapon in extreme situations so that they can increase IT’s contribution to their enterprises.As Italian political philosopher Niccolo Machiavelli implied, you're either predator or prey, and the animal you most resemble determines your position on the food chain. In The Wolf in CIO's Clothing Gartner analyst and author Tina Nunno expands on Machiavelli's metaphor, examining seven animal types and the leadership attributes of each. Nunno posits the wolf — a social animal with strong predatory instincts — as the ideal example of how a leader can adapt and thrive.Technology may be black and white, but successful leadership demands an ability to exist in the grey. Drawing on her experience with hundreds of CIOs, Nunno charts a viable way to master the Machiavellian principles of power, manipulation, love, and war. Through compelling case studies, her approach demonstrates how CIOs and IT leaders can adjust their leadership styles in extreme situations for their own success and that of their teams.

    But Weisbrod and Janoff say that's only because of the way most meetings are run. In this book they offer ten principles that will allow you to get more done in meetings by doing less. The key is knowing what you can and can't control. You can't controol people's motives, behavior, or attitudes. That's one area where most meeting leaders' attempts to "do something" actually end up doing nothing at all. But you can control the conditions under which people interact, and you can control your own reactions. Based on over 30 years of experience and extensive research, the authors show exactly how to establish a meeting structure that will create conditions for success, efficiency, and productivity. And, equally important, they offer advice for making sure your own emotions don't get in the way; for knowing when to "just stand there" rather than intervene inappropriately, unproductively, or futilely.