If you want to succeed in life or business, this book is a must.

    While the principles it lays out are timeless, our world has changed drastically since the book’s publication. The exponential rise of technology, global flattening of markets, instant communication, and pressures on corporate workforces to do more with less—including resources, funding, and staff—have all revolutionized the world in which we live and work.Now, Ken Blanchard and Spencer Johnson have written The New One Minute Manager to introduce the book’s powerful, important lessons to a new generation. In their concise, easy-to-read story, they teach readers three very practical secrets about leading others—and explain why these techniques continue to work so well.As compelling today as the original was thirty years ago, this classic parable of a young man looking for an effective manager is more relevant and useful than ever.

    It takes profound knowledge, not usually taught in business schools, to create and maintain an environment where people feel they are working with friends who share a common dream of making patients and communitites their loyal fans - a place where: Employees say, "I love to work here." Managers say, "I love the people I work with." Caregivers say, "I love our patients." Patients and families say, "We love this hospital." Loyalty is an organization's best source of long-term strategic advantage. But unlike traditional service organizations, Disney does not provide a service. Neither does your hospital. They both provide an "experience". Disney is the premier example of this newly evolved economic category, and hospitals would do well to emulate the most vital things that earn Disney the love of their guests and employees. Like his popular seminars, in these pages Fred Lee addresses the vexing reality that most of our approaches to patient satisfaction will not lead to patient loyalty. He takes aim at service excellence initiatives, quality and performance improvement efforts, and patient satisfaction surveys, dispelling some of our most cherished beliefs about loyalty and leadership. This captivating book, filled with stories and examples, will leave its readers inspired with fresh insights and energized with hope. It needs to be in every hospital manager's library and required reading in every health care leadership curriculum. If you have wondered why so much of what is done in the name of service excellence in health care has not lived up to its promise, this book is for you.

    Now he brings his insight into the workplace, in a book sure to change the shape of business for decades to come.In Working with Emotional Intelligence, Goleman reveals the skills that distinguish star performers in every field, from entry-level jobs to top executive positions. He shows that the single most important factor is not IQ, advanced degrees, or technical expertise, but the quality Goleman calls emotional intelligence. Self-awareness, self-confidence, and self-control; commitment and integrity; the ability to communicate and influence, to initiate and accept change--these competencies are at a premium in today's job market. The higher up the leadership ladder you go, the more vital these skills become, often influencing who is hired or fired, passed over or promoted. As Goleman shows, we all possess the potential to improve our emotional intelligence--at any stage in our career. He provides guidelines for cultivating these capabilities--and also explains why corporate training must change if it is to be effective.

    Even if you don't immediately recognize his name, you have almost certainly used one of the radios, clocks, lighters, juicers, shelves or hundreds of other products he designed. He is famous not only for this vast array of well-formed products, but for his remarkably prescient ideas about the correct function of design in the messy, out-of-control world we inhabit today. These ideas are summed up in his 'ten principles' of good design: good design is innovative, useful, and aesthetic. Good design should be make a product easily understood. Good design is unobtrusive, honest, durable, thorough, and concerned with the environment. Most of all, good design is as little design as possible.In that spirit, this monograph is as little book as possible. It is a clear, comprehensive and beautiful presentation of Dieter Rams' life and his work. It is a must-have book for anyone interested in Rams' work, his legacy, and his ideas about how to live.

    In recent years, while continuing to learn more about strengths, Gallup scientists have also been ex....

    When people inside a company develop a shared sense of what's going on in the world, they see new opportunities faster than their competitors. They have the courage to take a risk on something new. And they have the gut-level certitude to stick with an idea that doesn't take off right away. People are Wired to Care, and many of the world's best organizations are, too. In pursuit of this idea, Patnaik takes readers inside big companies like IBM, Target, and Intel to see widespread empathy in action. But he also goes to farmers' markets and a conference on world religions. He dives deep into the catacombs of the human brain to find the biological sources of empathy. And he spends time on both sides of the political aisle, with James Carville, the Ragin' Cajun, and John McCain, a national hero, to show how empathy can give you the acuity to cut through a morass of contradictory information. Wired to Care is a compelling tale of the power that people have to see the world through each other's eyes, told with passion for the possibilities that lie ahead if leaders learn to stop worrying about their own problems and start caring about the world around them. As Patnaik notes, in addition to its considerable economic benefits, increasing empathy for the people you serve can have a personal impact, as well: It just might help you to have a better day at work.

    In fact, being chosen for a position is only the first of the five levels every effective leader achieves. To become more than "the boss" people follow only because they are required to, you have to master the ability to invest in people and inspire them. To grow further in your role, you must achieve results and build a team that produces. You need to help people to develop their skills to become leaders in their own right. And if you have the skill and dedication, you can reach the pinnacle of leadership—where experience will allow you to extend your influence beyond your immediate reach and time for the benefit of others.The 5 Levels of Leadership are:1. Position—People follow because they have to.2. Permission—People follow because they want to.3. Production—People follow because of what you have done for the organization.4. People Development—People follow because of what you have done for them personally.5. Pinnacle—People follow because of who you are and what you represent.Through humor, in-depth insight, and examples, internationally recognized leadership expert John C. Maxwell describes each of these stages of leadership. He shows you how to master each level and rise up to the next to become a more influential, respected, and successful leader.

    With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 45 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time.The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years."

    A brief, but insightful look at history shows the evolution of combat, the development of the physical and psychological leverage that enables humans to kill other humans, followed by an objective examination of domestic violence in America. The authors reveal the nature of the warrior, brave men and women who train their minds and bodies to go to that place from which others flee. After examining the incredible impact of a few true warriors in battle, On Combat presents new and exciting research as to how to train the mind to become inoculated to stress, fear and even pain.

    This is a practical, hands-on guide for anyone trying to design systems that reflect the way customers want to do their work. The authors developed Contextual Design, the method discussed here, through their work with teams struggling to design products and internal systems. In this book, you'll find the underlying principles of the method and how to apply them to different problems, constraints, and organizational situations.Contextual Design enables you to+ gather detailed data about how people work and use systems + develop a coherent picture of a whole customer population + generate systems designs from a knowledge of customer work+ diagram a set of existing systems, showing their relationships, inconsistencies, redundancies, and omissions

    It shows that the antidote to this self-defeating behavior is to identify which of the six major types of constraints are hindering innovation: individual, group, organizational, industry-wide, societal, or technological. Once innovators and other leaders understand exactly which constraints are working against them and how to overcome them, they can create conditions that foster innovation instead of stopping it in its tracks.The author's model of constraints on innovation integrates insights from the vast literature on innovation with his own observations of hundreds of organizations. The book is filled with assessments, tools, and real-world examples.The author's research has been featured in the New York Times, Wall Street Journal, London Guardian and San Jose Mercury News, as well as on Fox News and on NPR's MarketplaceIncludes illustrative examples from leading organizations Offers a practical guide for bringing new ideas to fruition even within a previously rigid organizational culture This book gives people in organizations the conceptual framework and practical information they need to innovate successfully.

    But where do they come from? What kind of environment breeds them? What sparks the flash of brilliance? How do we generate the breakthrough technologies that push forward our lives, our society, our culture? Steven Johnson's answers are revelatory as he identifies the seven key patterns behind genuine innovation, and traces them across time and disciplines. From Darwin and Freud to the halls of Google and Apple, Johnson investigates the innovation hubs throughout modern time and pulls out the approaches and commonalities that seem to appear at moments of originality.

    Learn how to design beautiful user interfaces by yourself using specific tactics explained from a developer's point-of-view.

    Dreyfuss have shaped the cultural landscape of the 20th century. Written in a robust, fresh style, this book offers an inviting mix of professional advice, case studies, and design history along with historical black-and-white photos and the author's whimsical drawings. In addition, the author's uncompromising commitment to public service, ethics, and design responsibility makes this masterful guide a timely read for today's designers.