This study of the battle is based on research in archives from Connecticut to California and includes a pioneering study of the terrain of the sprawling battlefield, as well as an examination of soldiers' personal experiences, the use of Native American troops, and the role of Pea Ridge in regional folklore.

    As a flight director in NASA’s Mission Control, Kranz witnessed firsthand the making of history. He participated in the space program from the early days of the Mercury program to the last Apollo mission, and beyond. He endured the disastrous first years when rockets blew up and the United States seemed to fall further behind the Soviet Union in the space race. He helped to launch Alan Shepard and John Glenn, then assumed the flight director’s role in the Gemini program, which he guided to fruition. With his teammates, he accepted the challenge to carry out President John F. Kennedy’s commitment to land a man on the Moon before the end of the 1960s. Kranz recounts these thrilling historic events and offers new information about the famous flights. What appeared as nearly flawless missions to the Moon were, in fact, a series of hair-raising near misses. When the space technology failed, as it sometimes did, the controllers’ only recourse was to rely on their skills and those of their teammates. He reveals behind-the-scenes details to demonstrate the leadership, discipline, trust, and teamwork that made the space program a success. A fascinating firsthand account by a veteran mission controller of one of America’s greatest achievements, Failure is Not an Option reflects on what has happened to the space program and offers his own bold suggestions about what we ought to be doing in space now.

    But through sheer determination and by confronting life’s challenges, Ant Middleton has come to know the meaning of true leadership. In First Man In, he shares the core lessons he’s learned over the course of his fascinating, exhilarating life.Special forces training is no walk in the park. The rules are strict and they make sure you learn the hard way, pushing you beyond the limits of what is physically possible. There is no mercy. Even when you are bleeding and broken, to admit defeat is failure.To survive the gruelling selection process to become a member of the elite you need toughness, aggression, meticulous attention to detail and unrelenting self-discipline, all traits that make for the best leaders.After 13 years service in the military, with 4 years as a Special Boat Service (SBS) sniper, Ant Middleton is the epitome of what it takes to excel. He served in the SBS, the naval wing of the special forces, the Royal Marines and 9 Parachute Squadron Royal, achieving what is known as the ‘Holy Trinity’ of the UK’s Elite Forces. As a point man in the SBS, Ant was always the first man through the door, the first man into the dark, and the first man in harm’s way.In this fascinating, exhilarating and revealing book, Ant speaks about the highs and gut-wrenching lows of his life – from the thrill of passing Special Forces Selection to dealing with the early death of his father and ending up in prison on leaving the military – and draws valuable lessons that we can all use in our daily lives.

    This new edition includes the latest research and case studies, and offers inspiring new and relevant stories of real people achieving extraordinary results.

    Ambrose, a dual biography of two great nineteenth century warriors, General Custer and Crazy Horse, culminating in the Battle of Little Bighorn.

    Included is an instructive chapter co-authored by Rich Russakoff, revealing winning tactics to get banks to finance your business. Lastly, there are case studies demonstrating the validity of Harnish's practical approaches.If you are looking for an expanded and updated version of this 2002 best-seller, look for Verne Harnish’s latest title Scaling Up: How a Few Companies Make It...and Why the Rest Don’t (Rockefeller Habits 2.0).  In Scaling Up, Harnish and his team share practical tools and techniques for building an industry-dominating business. These approaches have been honed from over three decades of advising tens of thousands of CEOs and executives and helping them navigate the increasing complexities (and weight) that come with scaling up a venture. This book is written so everyone - from frontline employees to senior executives - can get aligned in contributing to the growth of a firm. There’s no reason to do it alone, yet many top leaders feel like they are the ones dragging the rest of the organization up the S-curve of growth. This book can help you turn what feels like an anchor into wind at your back — creating a company where the team is engaged; the customers are doing your marketing; and everyone is making money.  To accomplish this, Scaling Up focuses on the four major decision areas every company must get right: People, Strategy, Execution, and Cash. The book includes a series of new one-page tools including the updated One-Page Strategic Plan and the Rockefeller Habits Checklist™, which more than 40,000 firms around the globe have used to scale their companies successfully — many to $1 billion and beyond. Running a business is ultimately about freedom. Scaling Up shows business leaders how to get their organizations moving in sync to create something significant and enjoy the ride.

    However well intentioned they may be, leaders who deceive themselves always end up undermining their own performance.This straightforward book explains how leaders can discover their own self-deceptions and learn how to escape destructive patterns. The authors demonstrate that breaking out of these patterns leads to improved teamwork, commitment, trust, communication, motivation, and leadership.

    Katharine's account of her years as subservient daughter and wife is so painful that by the time she finally asserts herself at the Post following Phil's suicide in 1963 (more than halfway through the book), readers will want to cheer. After that, Watergate is practically an anticlimax.

    Edited by Peter D. Kaufman. Brand New.

    MacArthur, the public figure, the private man, the soldier-hero whose mystery and appeal created a uniquely American legend, portrayed in a biography that will challenge the cherished myths of admirers and critics alike.IllustrationsPreamble: ReveilleFirst Call Ruffles & Flourishes (1880-1917)Charge (1917-1918) Call to Quarters (1919-1935)To the Colors (1935-1941)Retreat (1941-1942) The Green War (1942-1944)At High Port (1944-1945)Last Post (1945-1950) Sunset Gun (1950-1951) Recall (1951) Taps (1951-1964)AcknowledgmentsNotesBibliographyCopyright AcknowledgmentsIndex

    "We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, head of People Operations at the company that transformed how the world interacts with knowledge. This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:Take away managers' power over employeesLearn from your best employees-and your worstHire only people who are smarter than you are, no matter how long it takes to find themPay unfairly (it's more fair!)Don't trust your gut: Use data to predict and shape the futureDefault to open-be transparent and welcome feedbackIf you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough. Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands. WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.

    But today, success is increasingly dependent on how we interact with others. It turns out that at work, most people operate as either takers, matchers, or givers. Whereas takers strive to get as much as possible from others and matchers aim to trade evenly, givers are the rare breed of people who contribute to others without expecting anything in return. Using his own pioneering research as Wharton's youngest tenured professor, Grant shows that these styles have a surprising impact on success. Although some givers get exploited and burn out, the rest achieve extraordinary results across a wide range of industries. Combining cutting-edge evidence with captivating stories, this landmark book shows how one of America's best networkers developed his connections, why the creative genius behind one of the most popular shows in television history toiled for years in anonymity, how a basketball executive responsible for multiple draft busts transformed his franchise into a winner, and how we could have anticipated Enron's demise four years before the company collapsed - without ever looking at a single number. Praised by bestselling authors such as Dan Pink, Tony Hsieh, Dan Ariely, Susan Cain, Dan Gilbert, Gretchen Rubin, Bob Sutton, David Allen, Robert Cialdini, and Seth Godin-as well as senior leaders from Google, McKinsey, Merck, Estee Lauder, Nike, and NASA - Give and Take highlights what effective networking, collaboration, influence, negotiation, and leadership skills have in common. This landmark book opens up an approach to success that has the power to transform not just individuals and groups, but entire organizations and communities.

    Professors are asked to consider their demise and to ruminate on what matters most to them: What wisdom would we impart to the world if we knew it was our last chance? If we had to vanish tomorrow, what would we want as our legacy?When Randy Pausch, a computer science professor at Carnegie Mellon, was asked to give such a lecture, he didn't have to imagine it as his last, since he had recently been diagnosed with terminal cancer. But the lecture he gave, 'Really Achieving Your Childhood Dreams', wasn't about dying. It was about the importance of overcoming obstacles, of enabling the dreams of others, of seizing every moment (because time is all you have and you may find one day that you have less than you think). It was a summation of everything Randy had come to believe. It was about living.In this book, Randy Pausch has combined the humour, inspiration, and intelligence that made his lecture such a phenomenon and given it an indelible form. It is a book that will be shared for generations to come.

    Grant was the first four-star general in the history of the United States Army and the only president between Andrew Jackson and Woodrow Wilson to serve eight consecutive years in the White House. As general in chief, Grant revolutionized modern warfare. As president, he brought stability to the country after years of war and upheaval. Yet today Grant is remembered as a brilliant general but a failed president. In this comprehensive biography, Jean Edward Smith reconciles these conflicting assessments of Grant's life. He argues convincingly that Grant is greatly underrated as a president. Following the turmoil of Andrew Johnson's administration, Grant guided the nation through the post-Civil War era, overseeing Reconstruction in the South and enforcing the freedoms of new African-American citizens. His presidential accomplishments were as considerable as his military victories, says Smith, for the same strength of character that made him successful on the battlefield also characterized his years in the White House.

    Mayor Rudoph Guiliani had barely escaped with his life in the collapse of the first tower. Fires burned furiously near the site as the other buildings verged on collapse. Air Force fighter jets criss-crossed the sky to ward off other attacks. And yet in those moments after the calamity, and in the following days and months, Mayor Guiliani not only steered the city through the crisis, but did so with an assurance and authority that was hailed around the world as a model of courageous leadership. In this book, Guiliani describes vividly the chaos and horror of the twin-towers catastrophe, and explains how the rules of management he enforced as Mayor enabled him to gain control of the emergency. These are also the rules, Guiliani makes clear, that anyone in a leadership position - from the head of a large corporation to the owner of a corner shop - can use to inspire others and achieve concrete results.