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  • Image of Content Inc.
    Image of Content Inc.

    How Entrepreneurs Use Content to Build Massive Audiences and Create Radically Successful Businesses

    by Joe Pulizzi

    Joe Pulizzi, founder of several startups, reverse-engineers the traditional entrepreneurial model for success by shifting focus from first creating a product to getting customers first and then developing products.

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  • Image of The Machine
    Image of The Machine

    A Radical Approach to the Design of the Sales Function

    by Justin Roff-Marsh

    Sales management radical Justin Roff-Marsh presents a nontraditional sales approach that incorporates the division of labor, in which sales responsibility shifts from autonomous agents to a centrally coordinated team to build more efficient sales functions.

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  • Image of On Fire at Work
    Image of On Fire at Work

    How Great Companies Ignite Passion in Their People Without Burning Them Out

    by Eric Chester

    Business success is directly related to the quality of the employees. Eric Chester reveals the seven cultural pillars that today’s leading employers focus on to attract and retain top talent: compensation, alignment, atmosphere, growth, acknowledgment, communication and autonomy.

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  • Image of Powerful Proposals
    Image of Powerful Proposals

    21 Things You Need to Know to Hit the Ground Running

    by David G. Pugh, Terry R. Bacon

    "Powerful Proposals" gives businesses proven strategies for creating customer-centered documents that outshine the competition every time.

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  • Image of Primal Teams
    Image of Primal Teams

    Harnessing the Power of Emotions to Fuel Extraordinary Performance

    by Jackie Barretta

    Primal Teams shows how anyone can control potentially damaging emotions, while triggering the kind of passion and energy that supercharge performance.

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  • Image of The Toyota Way
    Image of The Toyota Way

    14 Management Principles From the World’s Greatest Manufacturer

    by Jeffrey Liker

    Toyota is the world’s most profitable automaker. Its “secret weapon” is lean production — the revolutionary approach to business processes that it invented in the 1950s. Today, businesses around the world are trying to emulate Toyota’s remarkable success by working to implement the company’s radical system for speeding up business and service processes, reducing waste, and improving quality. To help other companies learn to continually improve on what they do, Professor of Industrial and...

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  • Image of Managers Not MBAs
    Image of Managers Not MBAs

    A Hard Look at the Soft Practice of Managing and Management Development

    by Henry Mintzberg

    According to Professor Henry Mintzberg, the current MBA system ensures that the wrong people will get educated in the wrong way with the wrong consequences. There is a better way. Mintzberg has designed a program, the International Masters in Practicing Management, that addresses many of the problems associated with traditional programs that profess to develop managers, but instead produce analysts ready to apply one-size-fits-all techniques no matter the context. By integrating reflective, anal

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  • Image of Team Troubleshooter
    Image of Team Troubleshooter

    How to Find and Fix Team Problems

    by Robert W. Barner

    Teamwork is increasingly in demand by organizations when doing business and managing customer relationships. Learn about the common pitfalls and roadblocks for teams, such as conflicts between team members and the team leader, poor relationships between corporate teams and customers, and the inability of a team to anticipate problems. Robert Barner offers the symptoms and then provides the treatments to help any team overcome challenges by improving internal relationships, strengthening team foc

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  • Image of The Change Monster
    Image of The Change Monster

    The Human Forces That Fuel or Foil Corporate Transformation and Change

    by Jeanie Daniel Duck

    Despite careful management of the operational aspects of corporate change, many managers and executives ignore the human element how changing a job description or corporate environment makes people feel. Respected consultant Jeanie Daniel Duck introduces a five-stage framework that helps managers and executives understand how to manage the human element of the change process.

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