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  • Image of Global Vision
    Image of Global Vision

    How Companies Can Overcome the Pitfalls of Globalization

    by Robert Salomon

    Global Vision offers a lens through which to view globalization in a new and compelling way, helping managers understand the risks associated with globalization while equipping them with the necessary tools to overcome those risks.

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  • Image of Winning Well
    Image of Winning Well

    A Manager's Guide to Getting Results - Without Losing Your Soul

    by David Dye, Karin Hurt

    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.

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  • Image of Primary Greatness
    Image of Primary Greatness

    The 12 Levers of Success

    by Stephen R. Covey

    In Primary Greatness, a posthumous work, Covey lays out the 12 levers of success that will lead to a life of primary greatness: Integrity, Contribution, Priority, Sacrifice, Service, Responsibility, Loyalty, Reciprocity, Diversity, Learning, Teaching and Renewal.

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  • Image of Goals!
    Image of Goals!

    How to Get Everything You Want - Faster than You Ever Thought Possible

    by Brian Tracy

    Prolific author, speaker and sales trainer Tracy (his book Advanced Selling Strategies was summarized in 1995) offers specific advice to help executives and others achieve their personal and workplace goals. Clarifying your values and finding your “major definite purpose” is a key step. Tracy also identifies the self-imposed barriers that so many people put between themselves and their goals.

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  • Image of The Set-Up-To-Fail Syndrome
    Image of The Set-Up-To-Fail Syndrome

    How Good Managers Cause Great People to Fail

    by Jean-Francois Manzoni, Jean-Louis Barsoux

    Manzoni, Associate Professor of Management at the world-renowned INSEAD business school in France, and Barsoux, a Senior Research Fellow at INSEAD, reveal the all-too-common phenomenon of employees, including those with great potential, who fail because of their superiors’ attitudes and behaviors. The start of the problem: managers who are too quick to label some employees as “under-performers” — and who then view any actions by these employees in a negative light.

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