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  • Image of What Happens Now?
    Image of What Happens Now?

    Reinvent Yourself as a Leader Before Your Business Outruns You

    by Mark D. Nevins, John Hillen

    What Happens Now? shows leaders how to reinvent themselves in order to attain personal growth and organizational success by inspiring people, nurturing relationships, energizing teams, grooming successors and influencing stakeholders.

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  • Image of The Decoded Company
    Image of The Decoded Company

    Know Your Talent Better Than You Know Your Customers

    by Aaron Goldstein, Rahaf Harfoush, Jay Goldman, Leerom Segal

    The authors present an actionable plan for any company that wants the best from its people and isn’t afraid of radical approaches to achieve it. Six proven principles are offered that can be used to decode work and unlock the potential of employees.

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  • Image of Leadership and Self-Deception
    Image of Leadership and Self-Deception

    Getting Out of the Box

    by The Arbinger Institute

    In Leadership and Self-Deception The Arbinger Institute exposes the fascinating ways that we can blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve success and increase happiness.

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  • Image of Wait
    Image of Wait

    The Art and Science of Delay

    by Frank Partnoy

    In Wait: The Art and Science of Delay, author Frank Partnoy weaves together findings from hundreds of scientific studies and interviews with wide-ranging experts to craft a picture of effective decision-making that runs counter to our brutally fast-paced world.

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  • Image of Heads Up
    Image of Heads Up

    Using Real-Time Business Information to Know First and Act Faster

    by Kenneth G. McGee

    According to Kenneth G. McGee, a research fellow at Gartner Inc., even the worst business catastrophes rarely happen without warning. In Heads Up, McGee describes how managers can break the pervasive pattern of surprises that are often followed by desperate responses. Instead of trying to predict the future, McGee explains, managers need to master predicting the present — understanding what is happening right now and how these current events and outcomes will impact future success. By r

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