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  • Image of Break Your Own Rules
    Image of Break Your Own Rules

    How to Change the Patterns of Thinking That Block Women’s Paths to Power

    by Kathryn Heath, Mary Davis Holt, Jill Flynn

    Women hold just 11 percent of the most senior-level leadership positions in U.S. Corporations—a number that hasn't changed in over 30 years. How can women break through? Break Your Own Rules distills the six faulty assumptions (or "rules") most women follow that get in the way and then delivers the correlating new rules that promise to clear that path.

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  • Image of Speed Review: Brandwashed
    Image of Speed Review: Brandwashed

    Tricks Companies Use to Manipulate Our Minds and Persuade Us to Buy

    by Martin Lindstrom

    Crown Business, 304 pages

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  • Image of The 3rd Alternative
    Image of The 3rd Alternative

    Solving Life's Most Difficult Problems

    by Stephen R. Covey

    A Soundview Featured Book Review
    Conflict resolution has traditionally involved "meeting in the middle," a "lose - lose" situation in which both sides give up something important to find a solution. In his latest book, legendary management consultant Stephen R. Covey teaches you about the 3rd Alternative, a solution in which no one gives up anything and all sides share in the "win."

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  • Image of Good Company
    Image of Good Company

    Business Success in the Worthiness Era

    by Larry Costello, Ed Frauenheim, Laurie Bassi, Dan McMurrer

    Laurie Bassi and her coauthors show that despite the dispiriting headlines, we are entering what they coin the "Worthiness Era." And in it, the good guys are poised to win. Across the globe, people are choosing the companies in their lives in the same way they choose the guests they invite into their homes. They are demanding that companies be "good company." The authors created the Good Company Index to look at Fortune 100 companies' records as employers, sellers and...

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  • Image of StandOut™
    Image of StandOut™

    The Groundbreaking New Strengths Assessment from the Leader of the Strengths Revolution

    by Marcus Buckingham

    StandOut introduces the next-generation strengths assessment from Marcus Buckingham, co-author of Now, Discover Your Strengths. The StandOut assessment unveils your two key strength roles and shows you how to find your edge and win at work. Whether you're an individual who wants to find your edge, a manager trying to fully understand the strengths of your team, or a leader in an organization looking to stay on the cutting edge of the strengths movement, you need ...

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  • Image of The Invisible Spotlight
    Image of The Invisible Spotlight

    Why Managers Can't Hide

    by Doug Katz, Craig Wasserman

    Based on four decades of experience as management consultants, Wasserman and Katz make a compelling argument that all managers work in the heat of an invisible spotlight where their every word and deed are scrutinized by employees. Remarkably, most employees are unaware of this reality. The authors tell illuminating stories from the trenches about management successes and misadventures that offer a fresh, practical perspective on building sound management relationships.

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  • Image of Calling a Halt to Mindless Change
    Image of Calling a Halt to Mindless Change

    A PLEA for Commonsense Management

    by John Macdonald

    Enough, says MacDonald. Too many consultants are pushing too many new management methods that don't work. Firms are depending too much on lawyers and human resource departments. Put some sense back into decision-making in this area, he says, making sure to adopt only those changes that can improve operations. Those who have been stung in this department will enjoy this book; others will be put on watch for the danger signs.

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  • Image of Getting to Resolution
    Image of Getting to Resolution

    Turning Conflict into Collaboration

    by Stewart Levine

    You've seen it happen. Groups in a firm are clashing. Communications break down. Two people are making a display of their mutual dislikes. The work of the firm is feeling it. What to do? Levine has the answers, varied for the occasion and tested in the heat of battle. One approach involves the signing of collaborative agreements.

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