He had a dream to work in a job that inspired him. He didn’t find that job, so he created it. In 2004, The Physio Co (TPC) was born with one team member: Tristan White. In the thirteen years since, TPC has become a remarkable healthcare success story based upon fast growth and a thriving, systemized company culture. Tristan’s obsession with creating an inspiring place to work for himself and others has resulted in more than a decade of learning, testing and refining. If you’ve ever wondered how to build and sustain a thriving company culture, the Culture Is Everything system developed by Tristan White and The Physio Co team is your answer. The Physio Co story and Culture Is Everything system explained in this book will give you the confidence and knowledge to create a strong culture in your very own business or team.

    Following months of research and study they selected the 100 best examples, gained access to and interviewed the people who’d made the reinventions happen. Generating tens of thousands of pages of transcripts they then began to search for shared traits and lessons learned from the best serial reinventors.Eventually they identified the ten rules for reinvention. Each reinvention rule is featured in its own chapter and vividly illustrated with specific examples and the stories of the people who made it happen.If you’re committed to growth and agree that constant change is required in order to achieve it The Reinventors will be one of the most important books you’ll read.

    No other country in the world matches America’s creative drive and its ability to turn innovative ideas into revolutionary products–from antilock brakes and steel-belted radial tires to sophisticated software and microprocessors. But as fast as we introduce new products, we lose the markets we establish to countries that know how to manufacture higher quality versions for less money. As Japanese and European firms win market share by concentrating on quality, America is continually forced to rely on innovation to stay ahead. In The Ice Cream Maker, Chowdhury uses a simple story to illustrate how businesses can instill quality into our culture and into every product we design, build, and market. The protagonist of the story is Peter Delvecchio, the manager of a regional ice cream company, who is determined to sell its ice cream to a flourishing national grocery chain, Natural Foods. In conversations with the Natural Foods manager, Peter learns how the extraordinarily successful retailer achieves its renowned high standard of excellence, both in the services it provides its customers and in the foods it manufactures and sells. Quality, he discovers, must be the mission of every employee; by learning to listen, enrich, and optimize, he can encourage and sustain the highest levels of quality in everything the company does.Like Fish! and Who Moved My Cheese? The Ice Cream Maker offers an essential and universal lesson about one of industry's foremost challenges in a thoroughly engaging style. For managers and executives, small business owners and entrepreneurs, The Ice Cream Maker is a compelling, eye-opening guide to the most effective ways to achieve excellence and become industry leaders on the global stage.

    It’s about getting only the right things done.  It is not  a time management strategy, or a productivity technique. It is a systematic discipline for discerning what is absolutely essential, then eliminating everything that is not, so we can make the highest possible contribution towards the things that really matter.  By forcing us to apply a more selective criteria for what is Essential, the disciplined pursuit of less empowers us to reclaim control of our own choices about where to spend our precious time and energy – instead of giving others the implicit permission to choose for us.Essentialism is not one more thing – it’s a whole new way of doing everything. A must-read for any leader, manager, or individual who wants to learn who to do less, but better, in every area of their lives, Essentialism  is a movement whose time has come.

    Dotlich and Peter C. Cairo describe the most common characteristics of derailed top executives and how you can avoid them:Arrogance--you think that you're right, and everyone else is wrong.Melodrama--you need to be the center of attention.Volatility--you're subject to mood swings.Excessive Caution--you're afraid to make decisions.Habitual Distrust--you focus on the negatives.Aloofness --you're disengaged and disconnected. Mischievousness--you believe that rules are made to be broken.Eccentricity--you try to be different just for the sake of it.Passive Resistance--what you say is not what you really believe.Perfectionism--you get the little things right and the big things wrong.Eagerness to Please--you try to win the popularity contest.

    Mohr’s work helping women play bigger has earned acclaim from the likes of Maria Shriver and Jillian Michaels, and has been featured on the Today show, CNN, and a host of other media outlets.   Sheryl Sandberg’s Lean In gave many women new awareness about what kinds of changes they need to make to become more successful; yet most women need help implementing them. In the tradition of Brené Brown’s Daring Greatly, Playing Big provides real, practical tools to help women quiet self-doubt, identify their callings, “unhook” from praise and criticism, unlearn counterproductive good girl habits, and begin taking bold action.   While not all women aspire to end up in the corner office, every woman aspires to something. Playing Big fills a major gap among women’s career books; it isn’t just for corporate women. The book offers tools to help every woman play bigger—whether she’s an executive, community volunteer, artist, or stay-at-home mom.   Thousands of women across the country have been transformed by Mohr’s program, and now this book makes the ideas and practices available to everyone who is ready to play big.

    The ideas are proven by several decades of experience and well-supported in the text with numerous examples.

    Offers easy-to-follow instructions, techniques, and hands-on tools that team leaders, consultants, supervisors, and managers have used to learn the basics of facilitation.

    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.

    For more than four decades success‐oriented readers have turned to the no‐nonsense, time‐tested motivational techniques described in 'The Magic of Believing' to achieve their long and short term goals. Millions have benefited from these visualization techniques, which show how to turn your thoughts and dreams into effective actions that can lead to enhanced income, happier relationships, increased effectiveness, heightened influence and improved peace of mind.

    But honest and open conversations are not taking place between management and Agile delivery teams.In A Seat at the Table, CIO Mark Schwartz explores the role of IT leadership as it is now and opens the door to reveal IT leadership as it should be - an integral part of the value creation engine. With wit and easy style, Schwartz reveals that the only way to become an Agile IT leader is to be courageous - to throw off the attitude and assumptions that have kept CIOs from taking their rightful seat at the table. CIOs, step on up, your seat at the table is waiting for you.Listening Length: 9 hours and 20 minutes

    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.

    Each will confront special challenges--from higher public profiles to a greater number of stakeholders to volatile political environments--that will make their transitions even more challenging than in the business world. Now Michael D. Watkins, author of the best-selling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and co-author Peter H. Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized. This concise, practical book provides a roadmap to help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major "transition traps." Zeroing in on the challenges facing new government leaders, Getting Up to Speed in Government is an indispensable guide for anyone seeking to lead and succeed in the public sector.

    It contains no jargon or irrelevant theory, just practical insights, straightforward actions and plain guidelines to accelerate your growth as a leader.

    This is a summary of First Break all the rulesThe complete book can be found here: First, Break All the Rules: What the World's Greatest Managers Do Differently