Now, hot on the heels of his acclaimed international bestseller The McKinsey Way, Ethan Rasiel brings readers a powerful new guide to putting McKinsey concepts and skills into action­­The McKinsey Mind. While the first book used case studies and anecdotes from former and current McKinseyites to describe how the firm solves the thorniest business problems of their A-list clients, The McKinsey Mind goes a giant step further. It explains, step-by-step, how to use McKinsey tools, techniques and strategies to solve an array of core business problems and to make any business venture more successful.Designed to work as a stand-alone guide or together with The McKinsey Way, The McKinsey Mind follows the same critically acclaimed style and format as its predecessor. In this book authors Rasiel and Friga expand upon the lessons found in The McKinsey Way with real-world examples, parables, and easy-to-do exercises designed to get readers up and running.

    This smart and pithy book focuses on a simple though vexing challenge: How can the leaders of an organization exhort their people to deliver on the most important goals?....It's rare to find a book like this that blends smart practice with intelligent articulation of how to get things done. Do yourself a favor. Buy it." --The Boston Globe"Making all of the moving parts of an organization function smoothly together is just plain hard work. By describing how he has done it, Mr. Bossidy has come up with a valuable and practical management guide that is must-reading for everyone who cares about business." --The New York Times"If you want to be a CEO--or if you are a CEO and want to keep your job--read Execution and put its principles to work." --Michael Dell, chairman and CEO, Dell Computer Corp."A how-to book for the can-do boss....If even half the corporations in America pondered their suggestions, the economy would be in much better shape. Moreover, Bossidy and Charan boast an impressive enough track record that anyone who wants to stay sharp at the helm will welcome their assistance." --BusinessWeek"Sound, practical advice on how to make things happen." --Ralph S. Larsen, chairman and CEO, Johnson & Johnson"Here's the real deal.... This is no-nonsense stuff.... The leaders who sweat the small stuff, hire the right people, make the tough decisions and stick around to see that they're carried out are the real winners.... Forget the swarmy memoirs, cheesy parables, advice for idiots, and leadership secrets of despots and barbarians. Getting it done is, according to Bossidy and Charan, the only way to grow." --The Miami Herald"Captures a lifetime of building winning formulas and puts them in a simple, practical context for executives at any level." --Ivan Seidenberg, president and CEO, Verizon

    Now he looks at the complex and surprising ways the weak can defeat the strong, the small can match up against the giant, and how our goals (often culturally determined) can make a huge difference in our ultimate sense of success. Drawing upon examples from the world of business, sports, culture, cutting-edge psychology, and an array of unforgettable characters around the world, David and Goliath is in many ways the most practical and provocative book Malcolm Gladwell has ever written.

    We also know why we should be doing it and (often) how to do it. Figuring all that out is not too difficult. What is very hard is actually doing what you know to be good for you in the long-run, in spite of short-run temptations. The same is true for organizations. What is noteworthy is how similar (if not identical) most firms' strategies really are: provide outstanding client service, act like team players, provide a good place to work, invest in your future. No sensible firm (or person) would enunciate a strategy that advocated anything else. However, just because something is obvious does not make it easy. Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do. This simple insight, if accepted, has profound implications forHow organizations should think about strategy How they should think about clients, marketing and selling and How they should think about management. In 18 chapters, Maister explores the fat smoker syndrome and how individuals, managers and organizations can overcome the temptations of the short-term and actually do what they already know is good for them.

    But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

    It is that simple. For over 10 years, Henry Evans has worked with hundreds of organizations around the world, teaching and building accountability. This book offers that same guidance to you, your colleagues and your team to reach new levels of excellence and success. In Winning with Accountability, Henry offers a step-by-step guide to help any organization improve performance by creating a culture of accountability. The strategies in this book are simple, easy to implement...and the results are immediate! It should be required reading for every member of every team. Read, enjoy, and win with accountability!

    But this well-established pathway is already beginning to collapse life expectancy is rising, final-salary pensions are vanishing, and increasing numbers of people are juggling multiple careers. Whether you are 18, 45 or 60, you will need to do things very differently from previous generations and learn to structure your life in completely new ways.The 100-Year Life is here to help.Drawing on the unique pairing of their experience in psychology and economics, Lynda Gratton and Andrew Scott offer a broad-ranging analysis as well as a raft of solutions, showing how to rethink your finances, your education, your career and your relationships and create a fulfilling 100-year life. · How can you fashion a career and life path that defines you and your values and creates a shifting balance between work and leisure?· What are the most effective ways of boosting your physical and mental health over a longer and more dynamic lifespan?· How can you make the most of your intangible assets ? such as family and friends ? as you build a productive, longer life?· In a multiple-stage life how can you learn to make the transitions that will be so crucial and experiment with new ways of living, working and learning?The 100-Year Life is a wake-up call that describes what to expect and considers the choices and options that you will face. It is also fundamentally a call to action for individuals, politicians, firms and governments and offers the clearest demonstration that a 100-year life can be a wonderful and inspiring one.

     From the author:   “For the last two years, I’ve interviewed more than 200 world-class performers for my podcast, The Tim Ferriss Show. The guests range from super celebs (Jamie Foxx, Arnold Schwarzenegger, etc.) and athletes (icons of powerlifting, gymnastics, surfing, etc.) to legendary Special Operations commanders and black-market biochemists. For most of my guests, it’s the first time they’ve agreed to a two-to-three-hour interview. This unusual depth has helped make The Tim Ferriss Show the first business/interview podcast to pass 100 million downloads.   “This book contains the distilled tools, tactics, and ‘inside baseball’ you won’t find anywhere else. It also includes new tips from past guests, and life lessons from new ‘guests’ you haven’t met.   “What makes the show different is a relentless focus on actionable details. This is reflected in the questions. For example: What do these people do in the first sixty minutes of each morning? What do their workout routines look like, and why? What books have they gifted most to other people? What are the biggest wastes of time for novices in their field? What supplements do they take on a daily basis?   “I don’t view myself as an interviewer. I view myself as an experimenter. If I can’t test something and replicate results in the messy reality of everyday life, I’m not interested.   “Everything within these pages has been vetted, explored, and applied to my own life in some fashion. I’ve used dozens of the tactics and philosophies in high-stakes negotiations, high-risk environments, or large business dealings. The lessons have made me millions of dollars and saved me years of wasted effort and frustration.   “I created this book, my ultimate notebook of high-leverage tools, for myself. It’s changed my life, and I hope the same for you.”

    Now she reveals the winning framework she uses to transform markets and industries.Get to Aha! shows how to establish the kind of foundation world-class brands are built on. Too many business leaders fail to ask the most basic questions about their company--Who are we? And why do we matter?--before they leap right into branding. Big mistake. A company must first know itself (establish its position) before it can express its identity (execute its branding).There are three types of companies in the world, each with its own DNA: Mothers are customer-oriented, Mechanics are product-oriented, and Missionaries are concept-oriented―and it's absolutely critical for business leaders to know which type their company is to create an authentic and ultimately "sticky" position in the market. A company's DNA is the key to achieving this and with it, a competitive advantage. Why? Because if a Mechanic creates a marketing campaign based on its belief that it is a Missionary, the underlying positioning will not ring true and the company won't gain a foothold in the market. But if a company positions itself in alignment with its DNA, it will resonate authentically and establish its role and relevance even in the face of a major competitor.Get to Aha! presents a clear step-by-step framework that will help you determine your company's precise position in the marketing landscape, using Andy's DNA-based methodology. It takes you through the process of performing "genetic testing" on your company, examining the market through the six Cs of positioning, and developing your positioning statement--a rational, factual statement about your company's role and relevance. Then and only then can you create a branding and marketing strategy that will build market momentum and crush the competition.Trust Andy. Steve Jobs did.

    The author shows how each manager must be a human resource problem solver. The tenth edition emphasises the most relevant and up-to-date practices.

    Now completely revised, this book is available for the first time in paperback. The Sales Bible has helped tens of thousands of salespeople all over the world reach their potential and close the big deal. Gitomer gives sales professionals the right answers to the toughest questions:How to make sales in any economic environment Twenty-five ways to get that most-elusive appointment Top-down selling How to fill the sales pipeline with prospects ready to buy How to use the right questions to make more sales in half the time This book is everything its title claims to be

    Ideas for new businesses, solutions to the world's problems, and artistic breakthroughs are common, but great execution is rare. According to Scott Belsky, the capacity to make ideas happen can be developed by anyone willing to develop their organizational habits and leadership capability. That's why he founded Behance, a company that helps creative people and teams across industries develop these skills. Belsky has spent six years studying the habits of creative people and teams that are especially productive-the ones who make their ideas happen time and time again. After interviewing hundreds of successful creatives, he has compiled their most powerful-and often counterintuitive-practices, such as: •Generate ideas in moderation and kill ideas liberally •Prioritize through nagging •Encourage fighting within your team While many of us obsess about discovering great new ideas, Belsky shows why it's better to develop the capacity to make ideas happen-a capacity that endures over time.

    But with 101 prewritten disciplinary write-ups at a manager's fingertips, there is a way to escape the headaches, anxiety, and potential legal trouble of performance review or counseling sessions. Completely updated and covering the latest developments in employment law, the second edition of "101 Sample Write-Ups for Documenting Employee Performance Problems" explains the disciplinary process from beginning to end and provides ready-to-use model documents in print and on disk that eliminate the stress and second-guessing about what to do and say. Expertly written, the write-ups cover every kind of problem substandard work quality, absenteeism, insubordination, e-mail misuse, sexual harassment, drug or alcohol abuse, and more. Readers will also find new information on laying the ground work for a tidy dismissal; tying progressive discipline to annual performance reviews; formally addressing intermittent FMLA abuse; ways to avoid drafting documentation that could later be used against their company; and much more. There is perhaps no more dreaded managerial task than communicating with an employee about a disciplinary problem, but this one-of-a-kind guide helps managers handle any scenario fairly, constructively, and, most importantly legally.

    Sutton and Rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices. Drawing on inside accounts and case studies and academic research from a wealth of industries – including start-ups, pharmaceuticals, airlines, retail, financial services, high-tech, education, non-profits, government, and healthcare -- Sutton and Rao identify the key scaling challenges that confront every organization. They tackle the difficult trade-offs that organizations must make between “Buddhism” versus “Catholicism” -- whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people -- rather than ruining or watering down the very things that have fueled successful growth in the past. They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back. Scaling Up Excellence is the first major business book devoted to this universal and vexing challenge. It is destined to become the standard bearer in the field.

    This book is about that moment--and how we can create it in our lives, maintain it, and recapture it when we need it. In his follow-up to the New York Times bestseller What Got You Here Won't Get You There, #1 executive coach Marshall Goldsmith shares the ways in which to get--and keep--our Mojo. Our professional and personal Mojo is impacted by four key factors: identity (who do you think you are), achievement (what have you done lately?), reputation (who do other people think you are--and what have you've done lately?), and acceptance (what can you change--and when do you need to just "let it go"?). Goldsmith outlines the positive actions leaders must take, with their teams or themselves, to initiate winning streaks and keep them coming. Mojo is: that positive spirit--towards what we are doing--now--that starts from the inside--and radiates to the outside. Mojo is at its peak when we are experiencing both happiness and meaning in what we are doing and communicating this experience to the world around us. The Mojo Toolkit provides fourteen practical tools to help you achieve both happiness and meaning--not only in business, but in life.