Here is the true story behind the immortal photograph that has come to symbolize the courage and indomitable will of America.In February 1945, American Marines plunged into the surf at Iwo Jima—and into history. Through a hail of machine-gun and mortar fire that left the beaches strewn with comrades, they battled to the island's highest peak. And after climbing through a landscape of hell itself, they raised a flag.Now the son of one of the flagraisers has written a powerful account of six very different young men who came together in a moment that will live forever.To his family, John Bradley never spoke of the photograph or the war. But after his death at age seventy, his family discovered closed boxes of letters and photos. In Flags of Our Fathers, James Bradley draws on those documents to retrace the lives of his father and the men of Easy Company. Following these men's paths to Iwo Jima, James Bradley has written a classic story of the heroic battle for the Pacific's most crucial island—an island riddled with Japanese tunnels and 22,000 fanatic defenders who would fight to the last man.But perhaps the most interesting part of the story is what happened after the victory. The men in the photo—three were killed during the battle—were proclaimed heroes and flown home, to become reluctant symbols. For two of them, the adulation was shattering. Only James Bradley's father truly survived, displaying no copy of the famous photograph in his home, telling his son only: "The real heroes of Iwo Jima were the guys who didn't come back."Few books ever have captured the complexity and furor of war and its aftermath as well as Flags of Our Fathers. A penetrating, epic look at a generation at war, this is history told with keen insight, enormous honesty, and the passion of a son paying homage to his father. It is the story of the difference between truth and myth, the meaning of being a hero, and the essence of the human experience of war.From the Hardcover edition.

    Moment by moment, Bernstein and Woodward portray the taut, post-Watergate White House as Nixon, his family, his staff, and many members of Congress strained desperately to prevent his inevitable resignation. This brilliant book reveals the ordeal of Nixon's fall from office -- one of the gravest crises in presidential history.

    Schwarzman, a long-awaited book that uses impactful episodes from Schwarzman's life to show readers how to build, transform, and lead thriving organizations. Whether you are a student, entrepreneur, philanthropist, executive, or simply someone looking for ways to maximize your potential, the same lessons apply.People know who Stephen Schwarzman is—at least they think they do. He’s the man who took $400,000 and co-founded Blackstone, the investment firm that manages over $500 billion (as of January 2019). He’s the CEO whose views are sought by heads of state. He’s the billionaire philanthropist who founded Schwarzman Scholars, this century’s version of the Rhodes Scholarship, in China. But behind these achievements is a man who has spent his life learning and reflecting on what it takes to achieve excellence, make an impact, and live a life of consequence. Folding handkerchiefs in his father’s linen shop, Schwarzman dreamed of a larger life, filled with purpose and adventure. His grades and athleticism got him into Yale. After starting his career in finance with a short stint at a financial firm called DLJ, Schwarzman began working at Lehman Brothers where he ascended to run the mergers and acquisitions practice. He eventually partnered with his mentor and friend Pete Peterson to found Blackstone, vowing to create a new and different kind of financial institution. Building Blackstone into the leading global financial institution it is today didn’t come easy. Schwarzman focused intensely on culture, hiring great talent, and establishing processes that allow the firm to systematically analyze and evaluate risk. Schwarzman’s simple mantra “don’t lose money” has helped Blackstone become a leading private equity and real estate investor, and manager of alternative assets for institutional investors globally. Both he and the firm are known for the rigor of their investment process, their innovative approach to deal making, the diversification of their business lines, and a conviction to be the best at everything they do. Schwarzman is also an active philanthropist, having given away more than a billion dollars. In philanthropy, as in business, he is drawn to situations where his capital and energy can be applied to drive transformative solutions and change paradigms, notably in education. He uses the skills learned over a lifetime in finance to design, establish, and support impactful and innovative organizations and initiatives. His gifts have ranged from creating a new College of Computing at MIT for the study of artificial intelligence, to establishing a first-of-its-kind student and performing arts center at Yale, to enabling the renovation of the iconic New York Public Library, to founding the Schwarzman Scholars fellowship program at Tsinghua University in Beijing—the single largest philanthropic effort in China’s history from international donors. Schwarzman’s story is an empowering, entertaining, and informative guide for anyone striving for greater personal impact. From deal making to investing, leadership to entrepreneurship, philanthropy to diplomacy, Schwarzman has lessons for how to think about ambition and scale, risk and opportunities, and how to achieve success through the relentless pursuit of excellence. Schwarzman not only offers readers a thoughtful reflection on all his own experiences, but in doing so provides a practical blueprint for success.

    You must graduate from an elite college or business school. In fact, only 7 percent of the CEOs of today's companies went to a top school--and 8 percent didn't graduate from college at all. Never put a foot wrong. In fact, people who have become CEOs have on average had five to seven career setbacks on their way to the top.Drawing on the biggest dataset of CEOs in the world -- in-depth analysis of 2,600 leaders, drawn from a database of 17,000 CEOs, as well as 13,000 hours of interviews -- The CEO Next Door is crammed full of myth-busting and counter-intuitive insights in what it really takes to get ahead. Discover the way actual CEOs of top companies think and behave, and the kind of traits to develop if you want to make your ambitions a reality and take your career right to the top.

    The book that leaped to the top ranks of the bestseller lists. The book that's got the business world reading, thinking, and quoting. This is the book that reveals the leadership secrets of Attila the Hun-the man who centuries ago shaped an aimless band of mercenary tribal nomads into the undisputed rulers of the ancient world, and who today offers us timeless lessons in win-directed, take-charge management.

    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.

    Hay and Nicolay were the gatekeepers of the Lincoln legacy. They read poetry and attendeded the theater with the president, commiserated with him over Union army setbacks, and plotted electoral strategy. They were present at every seminal event, from the signing of the Emancipation Proclamation to Lincoln’s delivery of the Gettysburg Address—and they wrote about it after his death. In their biography of Lincoln, Hay and Nicolay fought to establish Lincoln’s heroic legacy and to preserve a narrative that saw slavery—not states’ rights—as the sole cause of the Civil War. As Joshua Zeitz shows, the image of a humble man with uncommon intellect who rose from obscurity to become a storied wartime leader and emancipator is very much their creation. Drawing on letters, diaries, and memoirs, Lincoln’s Boys is part political drama and part coming-of-age tale—a fascinating story of friendship, politics, war, and the contest over history and remembrance.

    Not only do the authors reveal why the world is so completely screwed up, but they provide proven techniques for creative control of personal, social, and business problems. They analyze the reasons for human failure and tell how to achieve a state of well-being by avoiding that unwanted, ultimate promotion.Students of Freud, Potter, and Parkinson will be fascinated by this satirical examination of man's tendency to escalate himself to oblivion at his level of incompetence.

    For the first time, Rose takes us beyond the battlefront and into the shadowy underworld of double agents and triple crosses, covert operations and code breaking, and unmasks the courageous, flawed individuals who inhabited this wilderness of mirrors—including the spymaster at the heart of it all, George Washington. Previously published as Washington’s Spies

    … Destined to take its place as not only one of the masterworks on Eisenhower, but as one of the classics of presidential history. … Impeccably researched, the book is nothing short of extraordinary. What a triumph!”—JAY WINIK, New York Times bestselling author of April 1865 and 1944In Three Days in January, Bret Baier masterfully casts the period between Eisenhower’s now-prophetic farewell address on the evening of January 17, 1961, and Kennedy’s inauguration on the afternoon of January 20 as the closing act of one of modern America’s greatest leaders—during which Eisenhower urgently sought to prepare both the country and the next president for the challenges ahead.Those three days in January 1961, Baier shows, were the culmination of a lifetime of service that took Ike from rural Kansas to West Point, to the battlefields of World War II, and finally to the Oval Office. When he left the White House, Dwight Eisenhower had done more than perhaps any other modern American to set the nation, in his words, “on our charted course toward permanent peace and human betterment.”On January 17, Eisenhower spoke to the nation in one of the most remarkable farewell speeches in U.S. history. Ike looked to the future, warning Americans against the dangers of elevating partisanship above national interest, excessive government budgets (particularly deficit spending), the expansion of the military-industrial complex, and the creeping political power of special interests. Seeking to ready a new generation for power, Eisenhower intensely advised the forty-three-year-old Kennedy before the inauguration.Baier also reveals how Eisenhower’s two terms changed America forever for the better, and demonstrates how today Ike offers us the model of principled leadership that polls say is so missing in politics. Three Days in January forever makes clear that Eisenhower, an often forgotten giant of U.S. history, still offers vital lessons for our own time and stands as a lasting example of political leadership at its most effective and honorable.

    No president—no era of American politics—has been so intensively and sharply examined at a time when so many prime witnesses to hitherto untold or misinterpreted facets of a life, a career, and a period of history could still be persuaded to speak. The Path to Power, Book One, reveals in extraordinary detail the genesis of the almost superhuman drive, energy, and urge to power that set LBJ apart. Chronicling the startling early emergence of Johnson’s political genius, it follows him from his Texas boyhood through the years of the Depression in the Texas hill Country to the triumph of his congressional debut in New Deal Washington, to his heartbreaking defeat in his first race for the Senate, and his attainment, nonetheless, of the national power for which he hungered. We see in him, from earliest childhood, a fierce, unquenchable necessity to be first, to win, to dominate—coupled with a limitless capacity for hard, unceasing labor in the service of his own ambition. Caro shows us the big, gangling, awkward young Lyndon—raised in one of the country’s most desperately poor and isolated areas, his education mediocre at best, his pride stung by his father’s slide into failure and financial ruin—lunging for success, moving inexorably toward that ultimate “impossible” goal that he sets for himself years before any friend or enemy suspects what it may be.We watch him, while still at college, instinctively (and ruthlessly) creating the beginnings of the political machine that was to serve him for three decades. We see him employing his extraordinary ability to mesmerize and manipulate powerful older men, to mesmerize (and sometimes almost enslave) useful subordinates. We see him carrying out, before his thirtieth year, his first great political inspiration: tapping-and becoming the political conduit for-the money and influence of the new oil men and contractors who were to grow with him to immense power. We follow, close up, the radical fluctuations of his relationships with the formidable “Mr. Sam” Rayburn (who loved him like a son and whom he betrayed) and with FDR himself. And we follow the dramas of his emotional life-the intensities and complications of his relationships with his family, his contemporaries, his girls; his wooing and winning of the shy Lady Bird; his secret love affair, over many years, with the mistress of one of his most ardent and generous supporters . . . Johnson driving his people to the point of exhausted tears, equally merciless with himself . . . Johnson bullying, cajoling, lying, yet inspiring an amazing loyalty . . . Johnson maneuvering to dethrone the unassailable old Jack Garner (then Vice President of the United States) as the New Deal’s “connection” in Texas, and seize the power himself . . . Johnson raging . . . Johnson hugging . . . Johnson bringing light and, indeed, life to the worn Hill Country farmers and their old-at-thirty wives via the district’s first electric lines. We see him at once unscrupulous, admirable, treacherous, devoted. And we see the country that bred him: the harshness and “nauseating loneliness” of the rural life; the tragic panorama of the Depression; the sudden glow of hope at the dawn of the Age of Roosevelt. And always, in the foreground, on the move, LBJ. Here is Lyndon Johnson—his Texas, his Washington, his America—in a book that brings us as close as we have ever been to a true perception of political genius and the American political process.

    Dr. Sutton reveals new insights that he's learned since the writing of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques. If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges. As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.

    He was born in Harlem to immigrant parents from Jamaica. He knew the rough life of the streets. He overcame a barely average start at school. Then he joined the Army. The rest is history—Vietnam, the Pentagon, Panama, Desert Storm—but a history that until now has been known only on the surface. Here, for the first time, Colin Powell himself tells us how it happened, in a memoir distinguished by a heartfelt love of country and family, warm good humor, and a soldier's directness.My American Journey is the powerful story of a life well lived and well told. It is also a view from the mountaintop of the political landscape of America. At a time when Americans feel disenchanted with their leaders. General Powell's passionate views on family, personal responsibility, and, in his own words, "the greatness of America and the opportunities it offers" inspire hope and present a blueprint for the future. An utterly absorbing account, it is history with a vision.

    Today the public can't get enough of this once-forgotten explorer, and his actions have made him a model for great leadership and masterful crisis management. Now, through anecdotes, the diaries of the men in his crew, and Shackleton's own writing, Shackleton's leadership style and time-honored principles are translated for the modern business world. Written by two veteran business observers and illustrated with ship photographer Frank Hurley's masterpieces and other rarely seen photos, this practical book helps today's leaders follow Shackleton's triumphant example.

    Collins' research project—more than four years in duration—uncovered five step-wise stages of decline:Stage 1: Hubris Born of SuccessStage 2: Undisciplined Pursuit of MoreStage 3: Denial of Risk and PerilStage 4: Grasping for SalvationStage 5: Capitulation to Irrelevance or DeathBy understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.Great companies can stumble, badly, and recover.Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4.Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.