But long before the world took notice, Chip was a serial entrepreneur who was always ready for the next challenge, even if it didn’t quite work out as planned. Whether it was buying a neighborhood laundromat or talking a bank into a loan for some equipment to start a lawn-mowing service, Chip always knew that the most important thing was to take that first step.In Capital Gaines, we walk alongside him as he relives some of his craziest antics and the lessons learned along the way. His mentors taught him to never give up and his family showed him what it meant to always have a positive attitude despite your circumstances. Throw in a natural daredevil personality and a willingness to do (or eat!) just about anything, and you have the life and daily activity of Chip Gaines.Capital Gaines is the perfect book for anyone looking to succeed not only in business but more importantly in life.

    James Stavridis and his co-author, R. Manning Ancell, have surveyed over two hundred active and retired four-star military officers about their reading habits and favorite books, asking each for a list of titles that strongly influenced their leadership skills and provided them with special insights that helped propel them to success in spite of the many demanding challenges they faced. The Leader's Bookshelf synthesizes their responses to identify the top fifty books that can help virtually anyone become a better leader.Each of the works--novels, memoirs, biographies, autobiographies, management publications--are summarized and the key leadership lessons extracted and presented. Whether individuals work their way through the entire list and read each book cover to cover, or read the summaries provided to determine which appeal to them most, The Leader's Bookshelf will provide a roadmap to better leadership.Highlighting the value of reading in both a philosophical and a practical sense, The Leader's Bookshelf provides sound advice on how to build an extensive library, lists other books worth reading to improve leadership skills, and analyzes how leaders use what they read to achieve their goals. An efficient way to sample some of literature's greatest works and to determine which ones can help individuals climb the ladder of success, The Leader's Bookshelf is for anyone who wants to improve his or her ability to lead--whether in family life, professional endeavors, or within society and civic organizations.

    In the national hysteria that followed, eight others were arrested and tried; four of those were executed, four imprisoned. Therein lie all the classic elements of a great thriller. But the untold tale is even more fascinating.Now, in American Brutus, Michael W. Kauffman, one of the foremost Lincoln assassination authorities, takes familiar history to a deeper level, offering an unprecedented, authoritative account of the Lincoln murder conspiracy. Working from a staggering array of archival sources and new research, Kauffman sheds new light on the background and motives of John Wilkes Booth, the mechanics of his plot to topple the Union government, and the trials and fates of the conspirators.Piece by piece, Kauffman explains and corrects common misperceptions and analyzes the political motivation behind Booth’s plan to unseat Lincoln, in whom the assassin saw a treacherous autocrat, “an American Caesar.” In preparing his study, Kauffman spared no effort getting at the truth: He even lived in Booth’s house, and re-created key parts of Booth’s escape. Thanks to Kauffman’s discoveries, readers will have a new understanding of this defining event in our nation’s history, and they will come to see how public sentiment about Booth at the time of the assassination and ever since has made an accurate account of his actions and motives next to impossible–until now.In nearly 140 years there has been an overwhelming body of literature on the Lincoln assassination, much of it incomplete and oftentimes contradictory. In American Brutus, Kauffman finally makes sense of an incident whose causes and effects reverberate to this day. Provocative, absorbing, utterly cogent, at times controversial, this will become the definitive text on a watershed event in American history.From the Hardcover edition.

    His second book is the natural extension of Start with Why, expanding his ideas at the organizational level. Determining a company’s WHY is crucial, but only the beginning. The next step is how do you get people on board with your WHY? How do you inspire deep trust and commitment to the company and one another? He cites the Marine Corps for having found a way to build a culture in which men and women are willing to risk their lives, because they know others would do the same for them. It’s not brainwashing; it’s actually based on the biology of how and when people are naturally at their best. If businesses could adopt this supportive mentality, employees would be more motivated to take bigger risks, because they’d know their colleagues and company would back them up, no matter what. Drawing on powerful and inspiring stories, Sinek shows how to sustain an organization’s WHY while continually adding people to the mix.

    Offensive tactics, which had been used successfully by Americans in the Mexican War, were much less effective in the 1860s because an improved weapon—the rifle—had given increased strength to defenders. This book describes tactical theory in the 1850s and suggests how each related to Civil War tactics. It also considers the development of tactics in all three arms of the service during the Civil War.   In examining the Civil War the book separates Southern from Northern tactical practice and discusses Confederate military history in the context of Southern social history. Although the Southerners could have offset their numerical disadvantage by remaining on the defensive and forcing the Federals to attack, they failed to do so. The authors argue that the Southerners’ consistent favoring of offensive warfare was attributable, in large measure, to their Celtic heritage: they fought with the same courageous dash and reckless abandon that had characterized their Celtic forebears since ancient times. The Southerners of the Civil War generation were prisoners of their social and cultural history: they attacked courageously and were killed—on battlefields so totally defended by the Federals that “not even a chicken could get through.”

    "Hal Moore personified outstanding leadership. Whatever your profession might be, his leadership approach of Competence, Judgment, and Character is more relevant today than ever. Mike Guardia brings alive General Moore's approach in a compelling, concise way " - Don R. Knauss, Former Chairman & CEO, The Clorox Company "Hal Moore was not only a great leader. He was also a great student and teacher of leadership. Mike Guardia has distilled General Moore's wisdom into this excellent book. Moore's lessons apply to the boardroom as well as the battlefield. " - H.R. McMaster, author of Dereliction of Duty: Lyndon Johnson, Robert McNamara, The Joint Chiefs of Staff and the Lies that Led to VietnamHal Moore led his life by a set of principles - a code developed through years of experience, trial-and-error, and the study of leaders of every stripe. In a career spanning more than thirty years, Moore's life touched upon many historical events: the Occupation of Japan, the Korean War, Vietnam, and the refashioning of the US Army into an all-volunteer force. At each juncture, he learned critical lessons and had opportunities to affect change through measured responses. Hal Moore on Leadership offers a comprehensive guide to the principles that helped shape Moore's success both on and off the battlefield. They are strategies for the outnumbered, outgunned, and seemingly hopeless. They apply to any leader in any organization - business or military. These lessons and principles are nothing theoretical or scientific. They are simply rules of thumb learned and practiced by a man who spent his entire adult life leading others and perfecting his art of leadership.

    Grant as Grant commenced the campaign that would break the Confederate siege at Chattanooga. After a brief stint in Washington, Porter rejoined Grant, who was now in command of all Union forces, and served with him as a staff aide until the end of the war. Porter was at Appomattox as a brevet brigadier general, and this work, written from notes taken in the field, is his eyewitness account of the great struggle between Lee and Grant that led to the defeat of the Confederacy.As a close-up observer of Grant in the field, Porter was also able to draw a finely detailed, fully realized portrait of this American military hero—his daily acts, his personal traits and habits, and the motives that inspired him in important crises—rendered in the language that Grant used at the time. Porter intended to bring readers into such intimate contact with the Union commander that they could know him as well as those who served by his side. He acquits himself admirably in this undertaking, giving us a moving human document and a remarkable perspective on a crucial chapter of American history.

    Teddy Roosevelt lived a full and accomplished life and shared many of his beliefs in this book, in which he tells how to live life to its most productive and fullest.

    People can use economics and they can use statistics and numbers to get at the truth and there is a real appetite for doing so. This is such a BBC thing to say--there’s almost a public service mission to be fulfilled in educating people about economics. When I wrote The Undercover Economist, it was all about my pure enthusiasm for the subject; the book is full of stuff I wanted to say and that is always the thing with the books: they are always such fun to write. Do you think that people these days are generally more economically literate? People are now aware of economics for various reasons. There are the problems with the economy--there is always more interest in economics when it is all going wrong. Where is the border line in your new book between economics and sociology? I don’t draw a border line, and particularly not with the new book. The Undercover Economist was basically all the cool economics I could think of and The Logic of Life was me investigating a particular part of economics. All of the references in The Logic of Life were academic economics papers that I had related--and hopefully made more fun. This new book, Adapt, is very different. I have started by asking what is wrong with the world, what needs fixing, how does it work--and if economics can tell us something about that (which it can) then I have used it. And if economics is not the tool that you need--if you need to turn to sociology or engineering or biology or psychology--I have, in fact, turned to all of them in this book. If that’s what you need, then that’s where I have gone. So I have written this book in a different way: I started with a problem and tried to figure out how to solve it. What specific subjects do you tackle? To be a bit more specific, the book is about how difficult problems get solved and I look at quick change; the banking crisis; poverty; innovation, as I think there is an innovation slow-down; and the war in Iraq. Also, I look at both problems in business and in everyday life. Those are the big problems that I look at--and my conclusion is that these sorts of problems only ever get solved by trial and error, so when they are being solved, they are being solved through experimentation, which is often a bottom-up process. When they are not being solved it is because we are not willing to experiment, or to use trial and error. Do you think companies will change to be much more experimental, with more decisions placed in the hands of employees? I don’t think that is necessarily a trend, and the reason is that the market itself is highly experimental, so if your company isn’t experimental it may just happen to have a really great, successful idea--and that’s fine; if it doesn’t, it will go bankrupt. But that said, it is very interesting to look at the range of companies who have got very into experimentation--they range from the key-cutting chain Timpson’s to Google; you can’t get more different than those two firms, but actually the language is very similar; the recruitment policies are similar; the way the employees get paid is similar. The “strap line” of the book is that “Success always starts with failure.” You are a successful author… so what was the failure that set you up for success? I was working on a book before The Undercover Economist… it was going to be a sort of Adrian Mole/Bridget Jones’ Diary-styled fictional comedy, in which the hero was this economist and through the hilarious things that happened to him, all these economic principles would be explained--which is a great idea--but the trouble is that I am not actually funny. Another example would be my first job as a management consultant… and I was a terrible management consultant. I crashed out after a few months. Much better that, than to stick with the job for two or three years-- a lot of people say you have got to do that to “show your commitment.” Taking the job was a mistake--why would I need to show my commitment to a mistake? Better to realise you made a mistake, stop and do something else, which I did. That idea that “failure breeds success” is central to most entrepreneurs. Do you think we need more of it in the UK? I think that the real problem is not failure rates in business; the problem is failure rates in politics. We need a much higher failure rate in politics. What actually happens is politicians--and this is true of all political parties--have got some project and they’ll say, “Right, we are going to do this thing,” and it is quite likely that idea is a bad idea--because most ideas fail; the world is complicated and while I don’t have the numbers for this, most ideas are, as it turns out, not good ideas. But they never collect the data, or whatever it is they need to measure, to find out where their idea is failing. So they have this bad idea, roll this bad idea out and the bad idea sticks, costs the country hundreds, millions, or billions of pounds, and then the bad idea is finally reversed by the next party on purely ideological grounds and you never find out whether it really worked or not. So we have this very, very low willingness to collect the data that would be necessary to demonstrate failure, which is the bit we actually need. To give a brief example: Ken Livingstone, as Mayor of London, came along and introduced these long, bendy buses. Boris Johnson came along and said, “If you elect me, I am going to get rid of those big bendy buses and replace them with double-decker buses.” He was elected and he did it, so… which one of them is right? I don’t know. I mean, isn’t that crazy? I know democracy is a wonderful thing and we voted for Ken Livingstone and we voted for Boris Johnson, but it would be nice to actually have the data on passenger injury rates, how quickly people can get on and off these buses, whether disabled people are using these buses… the sort of basic evidence you would want to collect. Based on that, are you a supporter of David Cameron’s “Big Society”, which in a sense favours local experimentation over central government planning? Well, I have some sympathy for the idea of local experimentation, but what worries me is that we have to have some mechanism that is going to tell you what is working and what is not--and there is no proposal for that. Cameron’s Tories seem to have the view that ‘if it is local then it will work.’ In my book, I have all kinds of interesting case studies of situations where localism really would have worked incredibly well, as in, say, the US Army in Iraq. But I have also got examples of where localism did not work well at all--such as a corruption-fighting drive in Indonesia. Is the new book, Adapt, your movement away from economic rationalist to management guru? Are you going to cast your eye over bigger problems? The two changes in Adapt are that I have tried to start with the problem, rather than saying, “I have got a hammer--I’m going to look for a nail.” I started with a nail and said, “Ok, look, I need to get this hammered in.” So I have started with the problem and then looked anywhere for solutions. And the second thing is that I have tried to do is write with more of a narrative. This is not a Malcolm Gladwell book, but I really admire the way that people like Gladwell get quite complex ideas across because they get you interested in the story; that is something that I have tried to do more of here. I am not too worried about it, because I know that I am never going to turn into Malcolm Gladwell--I am always going to be Tim Harford--but it doesn’t hurt to nudge in a certain direction. On Amazon, we recommend new book ideas to people: “If you like Tim Harford you may like…”, but what does Tim Harford also like? I read a lot of books, mostly non-fiction and in two categories: people who I think write a lot better than I do, and people who think about economics more deeply than I do. In the first category I am reading people like Michael Lewis, Kathryn Schulz (I loved her first book, Being Wrong), Malcolm Gladwell and Alain de Botton. In the second category, I read lots of technical economics books, but I enjoy Steven Landsburg, Edward Glaeser (who has a book out now which looks good), Bill Easterly… I don’t necessarily agree with all of these people! When I am not reading non-fiction, I am reading comic books or 1980s fantasy authors like Jack Vance.

    The names are legendary: Thomas "Stonewall" Jackson, George B. McClellan, Ambrose Powell Hill, Darius Nash Couch, George Edward Pickett, Cadmus Marcellus Wilcox, and George Stoneman. The class fought in three wars, produced twenty generals, and left the nation a lasting legacy of bravery, brilliance, and bloodshed.This fascinating, remarkably intimate chronicle traces the lives of these unforgettable men--their training, their personalities, and the events in which they made their names and met their fates. Drawing on letters, diaries, and personal accounts, John C. Waugh has written a collective biography of masterful proportions, as vivid and engrossing as fiction in its re-creation of these brilliant figures and their pivotal roles in American history.

    Yet the two have never been seriously compared at book length. Acclaimed historian Lewis Lehrman finds that Lincoln and Churchill led their wars in remarkably similar fashion, guided by fixed principles of honor, duty, and freedom. Gifted literary stylists, both also relied on the written and spoken word to steel their nation's hearts and give meaning to war's sacrifice. And though both unexpectedly left office near the end of their wars--Lincoln by the bullet, Churchill by the ballot--they had gained victory.

    These people are celebrities now. What was it like when they were just a couple friends with an idea? Founders like Steve Wozniak (Apple), Caterina Fake (Flickr), Mitch Kapor (Lotus), Max Levchin (PayPal), and Sabeer Bhatia (Hotmail) tell you in their own words about their surprising and often very funny discoveries as they learned how to build a company.Where did they get the ideas that made them rich? How did they convince investors to back them? What went wrong, and how did they recover?Nearly all technical people have thought of one day starting or working for a startup. For them, this book is the closest you can come to being a fly on the wall at a successful startup, to learn how it's done.But ultimately these interviews are required reading for anyone who wants to understand business, because startups are business reduced to its essence. The reason their founders become rich is that startups do what businesses do--create value--more intensively than almost any other part of the economy. How? What are the secrets that make successful startups so insanely productive? Read this book, and let the founders themselves tell you.

    Now, in On Grand Strategy, Gaddis reflects on what he has learned. In chapters extending from the ancient world through World War II, Gaddis assesses grand strategic theory and practice in Herodotus, Thucydides, Sun Tzu, Octavian/Augustus, St. Augustine, Machiavelli, Elizabeth I, Philip II, the American Founding Fathers, Clausewitz, Tolstoy, Lincoln, Wilson, Franklin D. Roosevelt, and Isaiah Berlin. On Grand Strategy applies the sharp insights and wit readers have come to expect from Gaddis to times, places, and people he's never written about before. For anyone interested in the art of leadership, On Grand Strategy is, in every way, a master class.

    Drawing on new research, this account reveals the President-Elect as a work in progress, showing him on the verge of greatness, foiling an assassination attempt, and forging an unbreakable bond with the American people. On the eve of his 52nd birthday, February 11, 1861, the President-Elect of the United States, Abraham Lincoln, walked onto a train, the first step of his journey to the White House, and his rendezvous with destiny. But as the train began to carry Lincoln toward Washington, it was far from certain what he would find there. Bankrupt and rudderless, the government was on the verge of collapse. To make matters worse, reliable intelligence confirmed a conspiracy to assassinate him as he passed through Baltimore. It is no exaggeration to say that the fate of the Republic hung in the balance. How did Lincoln survive this grueling odyssey, to become the president we know from the history books? Lincoln on the Verge tells the story of a leader discovering his own strength, improvising brilliantly, and seeing his country up close during these pivotal thirteen days. From the moment the Presidential Special left the station, a new Lincoln was on display, speaking constantly, from a moving train, to save the Republic. The journey would draw on all of Lincoln’s mental and physical reserves. But the President-Elect discovered an inner strength, which deepened with the exhausting ordeal of meeting millions of Americans. Lincoln on the Verge tells the story of America’s greatest president and the obstacles he overcame, well before he could take the oath of office and deliver his inaugural address.

    Marshall, Charles de Gaulle, Dwight D. Eisenhower, and Margaret Thatcher.Each of these leaders fundamentally shaped the outcome of the war in which their nation was embroiled. Is war leadership unique, or did these leaders have something in common, traits and techniques that transcend time and place and can be applied to the essential nature of conflict?Meticulously researched and compellingly written, Leadership in War presents readers with fresh, complex portraits of leaders who approached war with different tactics and weapons, but with the common goal of success in the face of battle. Both inspiring and cautionary, these portraits offer important lessons on leadership in times of struggle, unease, and discord. With his trademark verve and incisive observation, Roberts reveals the qualities that doom even the most promising leaders to failure, as well as the traits that lead to victory.