The winners and losers are easily identified.In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future.Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace.I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

    He solidified his standing as the nation's foremost political forecaster with his near perfect prediction of the 2012 election. Silver is the founder and editor in chief of FiveThirtyEight.com. Drawing on his own groundbreaking work, Silver examines the world of prediction, investigating how we can distinguish a true signal from a universe of noisy data. Most predictions fail, often at great cost to society, because most of us have a poor understanding of probability and uncertainty. Both experts and laypeople mistake more confident predictions for more accurate ones. But overconfidence is often the reason for failure. If our appreciation of uncertainty improves, our predictions can get better too. This is the "prediction paradox": The more humility we have about our ability to make predictions, the more successful we can be in planning for the future.In keeping with his own aim to seek truth from data, Silver visits the most successful forecasters in a range of areas, from hurricanes to baseball, from the poker table to the stock market, from Capitol Hill to the NBA. He explains and evaluates how these forecasters think and what bonds they share. What lies behind their success? Are they good-or just lucky? What patterns have they unraveled? And are their forecasts really right? He explores unanticipated commonalities and exposes unexpected juxtapositions. And sometimes, it is not so much how good a prediction is in an absolute sense that matters but how good it is relative to the competition. In other cases, prediction is still a very rudimentary-and dangerous-science.Silver observes that the most accurate forecasters tend to have a superior command of probability, and they tend to be both humble and hardworking. They distinguish the predictable from the unpredictable, and they notice a thousand little details that lead them closer to the truth. Because of their appreciation of probability, they can distinguish the signal from the noise.

    Tens of millions of people over several states are affected. For those without access to a generator, there is no running water, no sewage, no refrigeration or light. Food and medical supplies are dwindling. Devices we rely on have gone dark. Banks no longer function, looting is widespread, and law and order are being tested as never before.  It isn’t just a scenario. A well-designed attack on just one of the nation’s three electric power grids could cripple much of our infrastructure—and in the age of cyberwarfare, a laptop has become the only necessary weapon. Several nations hostile to the United States could launch such an assault at any time. In fact, as a former chief scientist of the NSA reveals, China and Russia have already penetrated the grid. And a cybersecurity advisor to President Obama believes that independent actors—from “hacktivists” to terrorists—have the capability as well. “It’s not a question of if,” says Centcom Commander General Lloyd Austin, “it’s a question of when.”  And yet, as Koppel makes clear, the federal government, while well prepared for natural disasters, has no plan for the aftermath of an attack on the power grid.  The current Secretary of Homeland Security suggests keeping a battery-powered radio.In the absence of a government plan, some individuals and communities have taken matters into their own hands. Among the nation’s estimated three million “preppers,” we meet one whose doomsday retreat includes a newly excavated three-acre lake, stocked with fish, and a Wyoming homesteader so self-sufficient that he crafted the thousands of adobe bricks in his house by hand. We also see the unrivaled disaster preparedness of the Mormon church, with its enormous storehouses, high-tech dairies, orchards, and proprietary trucking company – the fruits of a long tradition of anticipating the worst. But how, Koppel asks, will ordinary civilians survive?With urgency and authority, one of our most renowned journalists examines a threat unique to our time and evaluates potential ways to prepare for a catastrophe that is all but inevitable.

    An essential book that unlocks the secrets of highly successful groups and provides readers with a toolkit for building a cohesive, innovative culture, from the New York Times bestselling author of The Talent Code

    There is no guarantee, no ultimate formula for success. It all comes down to intelligently and relentlessly seeking solutions that will increase your chance of prevailing. When you do that, the score will take care of itself." (Bill Walsh) Bill Walsh is a towering figure in the history of the NFL. His advanced leadership transformed the San Francisco 49ers from the worst franchise in sports to a legendary dynasty that won three Super Bowls. In the process, he changed the way football is played-pushing it into the twenty-first century. Walsh is famous for his strategic brilliance and innovations, such as the West Coast Offense, but his enlightened philosophy of leadership was just as crucial, if not more so, to the unprecedented success of his teams. And that philosophy of leadership is just as powerful and productive in business or any other endeavor as it was for him on the football field. Prior to his death, Walsh granted exclusive interviews to bestselling author Steve Jamison. They became his ultimate lecture on leadership-illustrated by dramatic and apt anecdotes from throughout Walsh's career. A small sample of what you'll learn from one of America's greatest coaches: * Believe in People: Push them hard to be their very best. No one will ever come back later and thank you for expecting too little of them. * Professionalism Matters: There was no showboating allowed after touchdowns, no taunting of opponents, no demonstration to attract attention to oneself: "Champions act like champions before they're champions." * Keep a Short Enemies List: One enemy can do more damage than the good done by a hundred friends. * Protect Your Blind Side: Prompt yourself to aggressively analyze not only your organization's strengths, but also its unseen vulnerabilities. * Sometimes You Can't Have he Last Word. A leader cannot escape harsh criticism. Ignore the undeserving; learn from the deserving. Lick your wounds and move on. Your bruised ego will get over it. Additional insights and perspective are provided by his son Craig Walsh, by legendary quarterback Joe Montana, and by other important figures who knew Bill well. Bill Walsh taught that the requirements of successful leadership are the same whether you run an NFL franchise, a Fortune 500 company, or a hardware store with twelve employees. His final words of wisdom will inspire and enlighten readers in all walks of life.

    . . Riveting . . . What will fire people through these pages, gripped, is the focused, and extraordinary investigations that Bellingcat runs . . . Each runs as if the concluding chapter of a Holmesian whodunit' Telegraph'We Are Bellingcat is Higgins's gripping account of how he reinvented reporting for the internet age . . . A manifesto for optimism in a dark age' Luke Harding, ObserverHow did a collective of self-taught internet sleuths end up solving some of the biggest crimes of our time?Bellingcat, the home-grown investigative unit, is redefining the way we think about news, politics and the digital future. Here, their founder - a high-school dropout on a kitchen laptop - tells the story of how they created a whole new category of information-gathering, galvanising citizen journalists across the globe to expose war crimes and pick apart disinformation, using just their computers.From the downing of Malaysia Flight 17 over the Ukraine to the sourcing of weapons in the Syrian Civil War and the identification of the Salisbury poisoners, We Are Bellingcat digs deep into some of Bellingcat's most successful investigations. It explores the most cutting-edge tools for analysing data, from virtual-reality software that can build photorealistic 3D models of a crime scene, to apps that can identify exactly what time of day a photograph was taken.In our age of uncertain truths, Bellingcat is what the world needs right now - an intelligence agency by the people, for the people.

    To reach the next level, you must understand the coveted 4th degree of action. This 4th degree, also known as the 10 X Rule, is that level of action that guarantees companies and individuals realize their goals and dreams.The 10 X Rule unveils the principle of "Massive Action," allowing you to blast through business clichZs and risk-aversion while taking concrete steps to reach your dreams. It also demonstrates why people get stuck in the first three actions and how to move into making the 10X Rule a discipline. Find out exactly where to start, what to do, and how to follow up each action you take with more action to achieve Massive Action results.Learn the "Estimation of Effort" calculation to ensure you exceed your targets Make the Fourth Degree a way of life and defy mediocrity Discover the time management myth Get the exact reasons why people fail and others succeed Know the exact formula to solve problems Extreme success is by definition outside the realm of normal action. Instead of behaving like everybody else and settling for average results, take Massive Action with The 10 X Rule, remove luck and chance from your business equation, and lock in massive success.

    Thus began the legendary ordeal of Shackleton and his crew of twenty-seven men. When their ship was finally crushed between two ice floes, they attempted a near-impossible journey over 850 miles of the South Atlantic's heaviest seas to the closest outpost of civilization.In Endurance, the definitive account of Ernest Shackleton's fateful trip, Alfred Lansing brilliantly narrates the harrowing and miraculous voyage that has defined heroism for the modern age.

    . . or it might have been last night, when you watched three episodes in a row. But either way, fifteen years after the show first aired, it's more popular than ever, and fans have only one problem--what to watch, or read, next.Fortunately, Rolling Stone writer Andy Greene has that answer. In his brand-new oral history, The Office: The Untold Story of the Greatest Sitcom of the 2000s, Greene will take readers behind the scenes of their favorite moments and characters. Greene gives us the true inside story behind the entire show, from its origins on the BBC through its impressive nine-season run in America, with in-depth research and exclusive interviews. Fans will get the inside scoop on key episodes from "The Dundies" to "Threat Level Midnight" and "Goodbye, Michael," including behind-the-scenes details like the battle to keep it on the air when NBC wanted to pull the plug after just six episodes and the failed attempt to bring in James Gandolfini as the new boss after Steve Carell left, spotlighting the incredible, genre-redefining show created by the family-like team, who together took a quirky British import with dicey prospects and turned it into a primetime giant with true historical and cultural significance.Hilarious, heartwarming, and revelatory, The Office gives fans and pop culture buffs a front-row seat to the phenomenal sequence of events that launched The Office into wild popularity, changing the face of television and how we all see our office lives for decades to come.

    Part 1 is about the purpose and importance of having principles in general, having nothing to do with mine. Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my management principles as they are being lived out at Bridgewater. Since my management principles are simply my most fundamental life principles applied to management, reading Part 2 will help you to better understand Part 3, but it’s not required—you can go directly to Part 3 to see what my management principles are and how Bridgewater has been run. One day I’d like to write a Part 4 on my investment principles. If you are looking to get the most bang for your buck (i.e., understanding for the effort), I suggest that you read Parts 1 and 2, and the beginning of Part 3 (through the Summary and Table of Principles) which will give you nearly the whole picture. It’s only about 55 pages of a normal size book. Above all else, I want you to think for yourself—to decide 1) what you want, 2) what is true and 3) what to do about it. I want you to do that in a clear-headed thoughtful way, so that you get what you want. I wrote this book to help you do that. I am going to ask only two things of you—1) that you be open-minded and 2) that you honestly answer some questions about what you want, what is true and what you want to do about it. If you do these things, I believe that you will get a lot out of this book. If you can’t do these things, you should reflect on why that is, because you probably have discovered one of your greatest impediments to getting what you want out of life.

    Clinton painstakingly outlines the history behind his greatest successes and failures, including his dedication to educational and economic reform, his war against a "vast right-wing operation" determined to destroy him, and the "morally indefensible" acts for which he was nearly impeached. My Life is autobiography as therapy--a personal history written by a man trying to face and banish his private demons. Clinton approaches the story of his youth with gusto, sharing tales of giant watermelons, nine-pound tumors, a charging ram, famous mobsters and jazz musicians, and a BB gun standoff. He offers an equally energetic portrait of American history, pop culture, and the evolving political landscape, covering the historical events that shaped his early years (namely the deaths of Martin Luther King Jr. and JFK) and the events that shaped his presidency (Waco, Bosnia, Somalia). What makes My Life remarkable as a political memoir is how thoroughly it is infused with Clinton's unassuming, charmingly pithy voice: I learned a lot from the stories my uncle, aunts, and grandparents told me: that no one is perfect but most people are good; that people can't be judged only by their worst or weakest moments; that harsh judgments can make hypocrites of us all; that a lot of life is just showing up and hanging on; that laughter is often the best, and sometimes the only, response to pain. However, that same voice might tire readers as Clinton applies his penchant for minute details to a distractible laundry list of events, from his youth through the years of his presidency. Not wanting to forget a single detail that might help account for his actions, Clinton overdoes it--do we really need to know the name of his childhood barber? But when Clinton sticks to the meat of his story--recollections about Mother, his abusive stepfather, Hillary, the campaign trail, and Kenneth Starr--the veracity of emotion and Kitchen Confidential-type revelations about "what it is like to be President" make My Life impossible to put down. To Clinton, "politics is a contact sport," and while he claims that My Life is not intended to make excuses or assign blame, it does portray him as a fighter whose strategy is to "take the first hit, then counterpunch as hard as I could." While My Life is primarily a stroll through Clinton's memories, it is also a scathing rebuke--a retaliation against his detractors, including Kenneth Starr, whose "mindless search for scandal" protected the guilty while "persecuting the innocent" and distracted his Administration from pressing international matters (including strikes on al Qaeda). Counterpunch indeed. At its core, My Life is a charming and intriguing if flawed book by an equally intriguing and flawed man who had his worst failures and humiliations made public. Ultimately, the man who left office in the shadow of scandal offers an honest and open account of his life, allowing readers to witness his struggle to "drain the most out of every moment" while maintaining the character with which he was raised. It is a remarkably intimate, persuasive look at the boy he was, the President he became, and man he is today. --Daphne Durham

    Others might point to the qualities of today’s so-called celebrity CEOs—charisma, virtuoso communication skills, and a confident management style. But what really matters when you run an organization? What is the hallmark of exceptional CEO performance? Quite simply, it is the returns for the shareholders of that company over the long term.In this refreshing, counterintuitive book, author Will Thorndike brings to bear the analytical wisdom of a successful career in investing, closely evaluating the performance of companies and their leaders. You will meet eight individualistic CEOs whose firms’ average returns outperformed the S&P 500 by a factor of twenty—in other words, an investment of $10,000 with each of these CEOs, on average, would have been worth over $1.5 million twenty-five years later. You may not know all their names, but you will recognize their companies: General Cinema, Ralston Purina, The Washington Post Company, Berkshire Hathaway, General Dynamics, Capital Cities Broadcasting, TCI, and Teledyne. In The Outsiders, you’ll learn the traits and methods—striking for their consistency and relentless rationality—that helped these unique leaders achieve such exceptional performance.Humble, unassuming, and often frugal, these "outsiders” shunned Wall Street and the press, and shied away from the hottest new management trends. Instead, they shared specific traits that put them and the companies they led on winning trajectories: a laser-sharp focus on per share value as opposed to earnings or sales growth; an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines a company’s long-term value.Drawing on years of research and experience, Thorndike tells eye-opening stories, extracting lessons and revealing a compelling alternative model for anyone interested in leading a company or investing in one—and reaping extraordinary returns.

    The stakes could not be higher: a global architecture of behavior modification threatens human nature in the twenty-first century just as industrial capitalism disfigured the natural world in the twentieth.Zuboff vividly brings to life the consequences as surveillance capitalism advances from Silicon Valley into every economic sector. Vast wealth and power are accumulated in ominous new "behavioral futures markets," where predictions about our behavior are bought and sold, and the production of goods and services is subordinated to a new "means of behavioral modification."The threat has shifted from a totalitarian Big Brother state to a ubiquitous digital architecture: a "Big Other" operating in the interests of surveillance capital. Here is the crucible of an unprecedented form of power marked by extreme concentrations of knowledge and free from democratic oversight. Zuboff's comprehensive and moving analysis lays bare the threats to twenty-first century society: a controlled "hive" of total connection that seduces with promises of total certainty for maximum profit--at the expense of democracy, freedom, and our human future.With little resistance from law or society, surveillance capitalism is on the verge of dominating the social order and shaping the digital future--if we let it.Table of contentsINTRODUCTION1. Home or exile in the digital futureI. THE FOUNDATIONS OF SURVEILLANCE CAPITALISM2. August 9, 2011: Setting the stage for Surveillance Capitalism3. The discovery of behavioral surplus4. The moat around the castle5. The elaboration of Surveillance Capitalism: Kidnap, corner, compete6. Hijacked: The division of learning in societyII. THE ADVANCE OF SURVEILLANCE CAPITALISM7. The reality business8. Rendition: From experience to data9. Rendition from the depths10. Make them dance11. The right to the future tenseIII. INSTRUMENTARIAN POWER FOR A THIRD MODERNITY12. Two species of power13. Big Other and the rise of instrumentarian power14. A utopia of certainty15, The instrumentarian collective16. Of life in the hive17. The right to sanctuaryCONCLUSION18. A coup from aboveAcknowledgementsAbout the authorDetailed table of contentsNotesIndex

    Even more important, he succeeded in never wavering from coaching his way, from a place of deep values. Jackson was tagged as the “Zen master” half in jest by sportswriters, but the nickname speaks to an important truth: this is a coach who inspired, not goaded; who led by awakening and challenging the better angels of his players’ nature, not their egos, fear, or greed.This is the story of a preacher’s kid from North Dakota who grew up to be one of the most innovative leaders of our time. In his quest to reinvent himself, Jackson explored everything from humanistic psychology and Native American philosophy to Zen meditation. In the process, he developed a new approach to leadership based on freedom, authenticity, and selfless teamwork that turned the hypercompetitive world of professional sports on its head. In Eleven Rings, Jackson candidly describes how he:Learned the secrets of mindfulness and team chemistry while playing for the champion New York Knicks in the 1970sManaged Michael Jordan, the greatest player in the world, and got him to embrace selflessness, even if it meant losing a scoring titleForged successful teams out of players of varying abilities by getting them to trust one another and perform in syncInspired Dennis Rodman and other “uncoachable” personalities to devote themselves to something larger than themselvesTransformed Kobe Bryant from a rebellious teenager into a mature leader of a championship team.Eleven times, Jackson led his teams to the ultimate goal: the NBA championship—six times with the Chicago Bulls and five times with the Los Angeles Lakers. We all know the legendary stars on those teams, or think we do. What Eleven Rings shows us, however, is that when it comes to the most important lessons, we don’t know very much at all. This book is full of revelations: about fascinating personalities and their drive to win; about the wellsprings of motivation and competition at the highest levels; and about what it takes to bring out the best in ourselves and others.

    She was a poor Southern tobacco farmer who worked the same land as her enslaved ancestors, yet her cells—taken without her knowledge—became one of the most important tools in medicine. The first “immortal” human cells grown in culture, they are still alive today, though she has been dead for more than sixty years. If you could pile all HeLa cells ever grown onto a scale, they’d weigh more than 50 million metric tons—as much as a hundred Empire State Buildings. HeLa cells were vital for developing the polio vaccine; uncovered secrets of cancer, viruses, and the atom bomb’s effects; helped lead to important advances like in vitro fertilization, cloning, and gene mapping; and have been bought and sold by the billions.Yet Henrietta Lacks remains virtually unknown, buried in an unmarked grave.Now Rebecca Skloot takes us on an extraordinary journey, from the “colored” ward of Johns Hopkins Hospital in the 1950s to stark white laboratories with freezers full of HeLa cells; from Henrietta’s small, dying hometown of Clover, Virginia — a land of wooden quarters for enslaved people, faith healings, and voodoo — to East Baltimore today, where her children and grandchildren live and struggle with the legacy of her cells.Henrietta’s family did not learn of her “immortality” until more than twenty years after her death, when scientists investigating HeLa began using her husband and children in research without informed consent. And though the cells had launched a multimillion-dollar industry that sells human biological materials, her family never saw any of the profits. As Rebecca Skloot so brilliantly shows, the story of the Lacks family — past and present — is inextricably connected to the history of experimentation on African Americans, the birth of bioethics, and the legal battles over whether we control the stuff we are made of.Over the decade it took to uncover this story, Rebecca became enmeshed in the lives of the Lacks family—especially Henrietta’s daughter Deborah, who was devastated to learn about her mother’s cells. She was consumed with questions: Had scientists cloned her mother? Did it hurt her when researchers infected her cells with viruses and shot them into space? What happened to her sister, Elsie, who died in a mental institution at the age of fifteen? And if her mother was so important to medicine, why couldn’t her children afford health insurance?Intimate in feeling, astonishing in scope, and impossible to put down, The Immortal Life of Henrietta Lacks captures the beauty and drama of scientific discovery, as well as its human consequences.