Tech companies in general lack the experience, tools, texts, and frameworks to do it well. And the handful of books that share tips and tricks of engineering management don t explain how to supervise employees in the face of growth and change.In this book, author Camille Fournier takes you through the stages of technical management, from mentoring interns to working with the senior staff. You ll get actionable advice for approaching various obstacles in your path, whether you re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization. * Discover how to manage small teams and large/multi-level teams * Understand how to build and bootstrap a unifying culture in teams * Deal with people problems and learn how to mentor other managers and new leaders * Learn how to manage yourself: avoid common pitfalls that challenge many leaders * Obtain several practices that you can incorporate and practice along the way

    After remarkable one-on-one interviews with Bill Gates, Maya Angelou, Steve Wozniak, Jane Goodall, Larry King, Jessica Alba, Pitbull, Tim Ferriss, Quincy Jones, and many more, Alex discovered the one key they have in common: they all took the Third Door.Life, business, success... it's just like a nightclub. There are always three ways in. There's the First Door: the main entrance, where ninety-nine percent of people wait in line, hoping to get in. The Second Door: the VIP entrance, where the billionaires and celebrities slip through. But what no one tells you is that there is always, always... the Third Door. It's the entrance where you have to jump out of line, run down the alley, bang on the door a hundred times, climb over the dumpster, crack open the window, sneak through the kitchen--there's always a way in. Whether it's how Bill Gates sold his first piece of software or how Steven Spielberg became the youngest studio director in Hollywood history, they all took the Third Door.

    A lively and engrossing tale about the timeless principles of effective leadership from a consultant and trainer in labor relations with over 20 years of experience.

    And having more than one person to help decide is good because the group benefits from the collective knowledge of all of its members, and this results in better decisions. Right?Back to reality. We’ve all been involved in group decisions—and they’re hard. And they often turn out badly. Why? Many blame bad decisions on “groupthink” without a clear idea of what that term really means.Now, Nudge coauthor Cass Sunstein and leading decision-making scholar Reid Hastie shed light on the specifics of why and how group decisions go wrong—and offer tactics and lessons to help leaders avoid the pitfalls and reach better outcomes. In the first part of the book, they explain in clear and fascinating detail the distinct problems groups run into:• They often amplify, rather than correct, individual errors in judgment• They fall victim to cascade effects, as members follow what others say or do• They become polarized, adopting more extreme positions than the ones they began with• They emphasize what everybody knows instead of focusing on critical information that only a few people knowIn the second part of the book, the authors turn to straightforward methods and advice for making groups smarter. These approaches include silencing the leader so that the views of other group members can surface, rethinking rewards and incentives to encourage people to reveal their own knowledge, thoughtfully assigning roles that are aligned with people’s unique strengths, and more.With examples from a broad range of organizations—from Google to the CIA—and written in an engaging and witty style, Wiser will not only enlighten you; it will help your team and your organization make better decisions—decisions that lead to greater success.

    Without it, we forget what's important to us and lose sight of the steps we might take to reach those goals. Conscious business, explains Fred Kofman, means shining this awareness on every area of your work: in recognizing the needs of others and expressing your own; in seeing the hidden emotional obstacles that may be holding your team back; in making good decisions under pressure; and even in delving into such spiritual questions as "Who am I?" and "What is my real purpose here?" In Conscious Business, this visionary teacher and consultant to Google, Microsoft, Yahoo! and other leading companies presents the complete training manual in the breakthrough techniques he has shared with over 20,000 executives on four continents.

    Diligently treating the drug addicts of Vancouver's notorious Downtown Eastside with sympathy in his heart and legislative reform in mind can't be easy. But Maté never judges. His book is a powerful call-to-arms, both for the decriminalization of drugs and for a more sympathetic and informed view of addiction. As Maté observes, "Those whom we dismiss as 'junkies' are not creatures from a different world, only men and women mired at the extreme end of a continuum on which, here or there, all of us might well locate ourselves." In the Realm of Hungry Ghosts begins by introducing us to many of Dr. Maté's most dire patients who steal, cheat, sell sex, and otherwise harm themselves for their next hit. Maté looks to the root causes of addiction, applying a clinical and psychological view to the physical manifestation and offering some enlightening answers for why people inflict such catastrophe on themselves.Finally, he takes aim at the hugely ineffectual, largely U.S.-led War on Drugs (and its worldwide followers), challenging the wisdom of fighting drugs instead of aiding the addicts, and showing how controversial measures such as safe injection sites are measurably more successful at reducing drug-related crime and the spread of disease than anything most major governments have going. It's not easy reading, but we ignore his arguments at our peril. When it comes to combating the drug trade and the ravages of addiction, society can use all the help it can get. --Kim Hughes

    In a brilliant and unconventional book, Phil Rosenzweig unmasks the delusions that are commonly found in the corporate world. These delusions affect the business press and academic research, as well as many bestselling books that promise to reveal the secrets of success or the path to greatness. Such books claim to be based on rigorous thinking, but operate mainly at the level of storytelling. They provide comfort and inspiration, but deceive managers about the true nature of business success.The most pervasive delusion is the Halo Effect. When a company's sales and profits are up, people often conclude that it has a brilliant strategy, a visionary leader, capable employees, and a superb corporate culture. When performance falters, they conclude that the strategy was wrong, the leader became arrogant, the people were complacent, and the culture was stagnant. In fact, little may have changed -- company performance creates a Halo that shapes the way we perceive strategy, leadership, people, culture, and more.Drawing on examples from leading companies including Cisco Systems, IBM, Nokia, and ABB, Rosenzweig shows how the Halo Effect is widespread, undermining the usefulness of business bestsellers from "In Search of Excellence" to "Built to Last" and "Good to Great."Rosenzweig identifies nine popular business delusions. Among them:"The Delusion of Absolute Performance: " Company performance is relative to competition, not absolute, which is why following a formula can never guarantee results. Success comes from doing things better than rivals, which means that managers have to take risks."The Delusion of Rigorous Research: " Many bestselling authors praise themselves for the vast amount of data they have gathered, but forget that if the data aren't valid, it doesn't matter how much was gathered or how sophisticated the research methods appear to be. They trick the reader by substituting sizzle for substance."The Delusion of Single Explanations: " Many studies show that a particular factor, such as corporate culture or social responsibility or customer focus, leads to improved performance. But since many of these factors are highly correlated, the effect of each one is usually less than suggested.In what promises to be a landmark book, "The Halo Effect" replaces mistaken thinking with a sharper understanding of what drives business success and failure. "The Halo Effect" is a guide for the thinking manager, a way to detect errors in business research and to reach a clearer understanding of what drives business success and failure.Skeptical, brilliant, iconoclastic, and mercifully free of business jargon, Rosenzweig's book is nevertheless dead serious, making his arguments about important issues in an unsparing and direct way that will appeal to a broad business audience. For managers who want to separate fact from fiction in the world of business, "The Halo Effect" is essential reading -- witty, often funny, and sharply argued, it's an antidote to so much of the conventional thinking that clutters business bookshelves.

    The One Thing explains the success habit to overcome the six lies that block our success, beat the seven thieves that steal time, and leverage the laws of purpose, priority, and productivity.

    Topics covered range from the difference between deductive and inductive reasoning, to a discussion of how to highlight the structure of information.

    So wrong that a chimpanzee choosing answers at random will consistently outguess teachers, journalists, Nobel laureates, and investment bankers.In Factfulness, Professor of International Health and global TED phenomenon Hans Rosling, together with his two long-time collaborators, Anna and Ola, offers a radical new explanation of why this happens. They reveal the ten instincts that distort our perspective—from our tendency to divide the world into two camps (usually some version of us and them) to the way we consume media (where fear rules) to how we perceive progress (believing that most things are getting worse).Our problem is that we don’t know what we don’t know, and even our guesses are informed by unconscious and predictable biases.It turns out that the world, for all its imperfections, is in a much better state than we might think. That doesn’t mean there aren’t real concerns. But when we worry about everything all the time instead of embracing a worldview based on facts, we can lose our ability to focus on the things that threaten us most.Inspiring and revelatory, filled with lively anecdotes and moving stories, Factfulness is an urgent and essential book that will change the way you see the world and empower you to respond to the crises and opportunities of the future.

    Dr. Schwartz presents a carefully designed program for getting the most out of your job, your marriage and family life, and your community. He proves that you don't need to be an intellectual or have innate talent to attain great success and satisfaction, but you do need to learn and understand the habit of thinking and behaving in ways that will get you there.