2016 Summaries

In The Ideal Team Player, Lencioni tells the story of Jeff Shanley, a leader desperate to save his uncle’s company by restoring its cultural commitment to teamwork.

Winning Well offers managers a quick, practical action plan. They will learn how to stamp out the corrosive win-at-all-costs mentality; focus on the game, not just the score; reinforce behaviors that produce results; build productive relationships; and be the leader people want to work for.

Using fieldwork and survey data from global research, Jennifer J. Deal and Alec Levenson have formulated a scientifically accurate picture of what really motivates Millennials around the world.

Based on research at the Wharton School of Business, the authors provide tools for aligning members of your team behind a motivating vision, making team meetings efficient and productive, and closing the gap between stated goals and actual behaviors.

The skill of deep work is the ability to focus with a distraction-free concentration that pushes your cognitive capabilities to their limit. Author and professor Cal Newport presents a series of four “rules” to transform your mind and habits in order to cultivate this skill and make it the core of your working life.

Al Pittampalli explains the art of persuadability, the genuine willingness and ability to change your mind in the face of new evidence.

Brian "Iron Ed" Hiner tells what it’s like to be a SEAL and what shapes the intense sense of sacrifice, teamwork and mutual commitment they share. From his own 20-year career as a Navy SEAL and his hands-on experience of commanding hundreds of strategic combat missions and operations in Iraq, Afghanistan and across the globe, Hiner extracts business leadership lessons that can help leaders isolate what’s most important, especially in stressful times.

CEO of Switch & Shift Shawn Murphy argues that our best work is the product of a positive environment. In The Optimistic Workplace, using simple strategies, he demonstrates how a people-centric focus ignites employee potential, increases innovation and catapults an organization to higher performance.

Behavioral research strategists Dan Gregory and Kieran Flanagan examine the basic instincts of fear, self-interest and simplicity and their impact on the success or failure of a company’s best ideas. They offer three interconnected principles that can be used to head off disengagement inside and outside of a company and to unlock human potential.