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  • Image of Better By Mistake
    Image of Better By Mistake

    The Unexpected Benefits of Being Wrong

    by Alina Tugend

    Better by Mistake turns our cultural wisdom on its head to illustrate the downside of striving for perfection and the rewards of acknowledging and accepting mistakes and embracing the imperfection in all of us.

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  • Image of Extreme Trust
    Image of Extreme Trust

    Honesty as a Competitive Advantage

    by Martha Rogers, Don Peppers

    The authors of Extreme Trust, argue that the only sane response to these rising levels of transparency is to protect the interests of customers proactively,

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  • Image of How to Be Exceptional
    Image of How to Be Exceptional

    Drive Leadership Success by Magnifying Your Strengths

    by Robert H. Sherwin, Jr., Barbara A. Steel, John H. Zenger, Joseph R. Folkman

    To be exceptional as a leader requires a revolutionary approach to leadership development. In How to Be Exceptional: Drive Leadership Success by Magnifying Your Strengths, John H. Zenger, Joseph R. Folkman, Robert H. Sherwin, Jr., and Barbara A. Steel instruct leaders to focus not on their weaknesses but on their strengths and how to magnify them. An exceptional leader can increase employee engagement, productivity and profitability. These leadership gurus can show you how.

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  • Image of Care to Dare
    Image of Care to Dare

    Unleashing Astonishing Potential Through Secure Base Leadership

    by George Kohlrieser, Susan Goldsworthy, Duncan Coombe

    A secure base is a person, place, goal or object that provides a sense of protection, safety and caring. George Kohlrieser, Susan Goldsworthy and Duncan Coombe explain how to become an effective Secure Base Leader in Care to Dare: Unleashing Astonishing Potential Through Secure Base Leadership. The authors show how to tap into your own secure bases, past and present, and how to become a secure base for others thereby challenging yourself and others to exceed expectations.

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  • Image of The Pumpkin Plan
    Image of The Pumpkin Plan

    A Simple Strategy to Grow a Remarkable Business in Any Field

    by Mike Michalowicz

    Inspired by an article about how to grow a giant pumpkin, Mike Michalowicz modified the step-by-step approach to grow a business. Applying it successfully to building his own company, he was able to transform it into a multimillion-dollar industry leader. Michalowicz now lays out the process for others to follow in The Pumpkin Plan: A Simple Strategy to Grow a Remarkable Business in Any Field. Additional stories from other successful entrepreneurs who have followed the plan...

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  • Image of Knowledge@Wharton
    Image of Knowledge@Wharton

    On Building Corporate Value

    by Mukul Pandya, Robert E. Mittelstaedt Jr., Harbir Singh, Eric Clemons

    The Internet can be a powerful tool if companies and consumers learn how to use it creatively and imaginatively. Case studies and articles from Wharton’s [email protected] online journal support the authors’ strategies for building value through the Internet — including how to use the Web’s inherent communication, brokerage, and integration effects to your advantage.

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  • Image of Working GlobeSmart
    Image of Working GlobeSmart

    12 People Skills for Doing Business Across Borders

    by Ernest Gundling

    Gundling presents a toolkit of the 12 global people skills that international managers, or anyone working with global partners, must acquire. These include interpersonal skills (eg. establishing credibility), group skills (eg. negotiating) and organizational skills (eg. managing change).

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  • Image of Beyond Budgeting
    Image of Beyond Budgeting

    How Managers Can Break Free from the Annual Performance Trap

    by Jeremy Hope, Robin Fraser

    The authors show how to reform the traditional budgeting process, which currently consumes too much time while adding too little value. The problem is traditional budgeting’s focus on fixed targets and performance incentives. The authors argue for replacing centrally controlled, predetermined goals with self-regulating, relative competitive benchmarks and transfer the power and decision-making authority from the center of the organization to the front line.

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