Featuring a new preface, afterword and Radically Candid Performance Review Bonus Chapter, the fully revised & updated edition of Radical Candor is packed with even more guidance to help you improve your relationships at work. ''Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives.'' - Sheryl Sandberg, author of Lean In. If you don''t have anything nice to say then don''t say anything at all . . . right? While this advice may work for home life, as Kim Scott has seen first hand, it is a disaster when adopted by managers in the work place. Scott earned her stripes as a highly successful manager at Google before moving to Apple where she developed a class on optimal management. Radical Candor draws directly on her experiences at these cutting edge companies to reveal a new approach to effective management that delivers huge success by inspiring teams to work better together by embracing fierce conversations. Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism - delivered to produce better results and help your employees develop their skills and increase success. Great bosses have a strong relationship with their employees, and Scott has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give practical advice to the reader, Radical Candor shows you how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people love both their work and their colleagues, and are motivated to strive to ever greater success. Lire la suite Fermer

Why do we do what we do? Why do we exist? Learning to ask these questions can unlock the secret to inspirational business. This title explains what it truly takes to lead and inspire and how you can learn how to do it.

Ask most women whether they have the right to equality at work and the answer will be a resounding yes, but ask the same women whether they'd feel confident asking for a raise, a promotion, or equal pay, and some reticence creeps in.



The statistics, although an improvement on previous decades, are certainly not in women's favour - of 197 heads of state, only twenty-two are women. Women hold just 20 percent of seats in parliaments globally, and in the world of big business, a meagre eighteen of the Fortune 500 CEOs are women.



In Lean In, Sheryl Sandberg - Facebook COO and one of Fortune magazine's Most Powerful Women in Business - draws on her own experience of working in some of the world's most successful businesses and looks at what women can do to help themselves, and make the small changes in their life that can effect change on a more universal scale.



Learning to 'lean in' is about tackling the anxieties and preconceptions that stop women reaching the top - taking a place at the table, and making yourself a part of the debate.
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In her #1 NYT bestsellers, Brene Brown taught us what it means to dare greatly, rise strong and brave the wilderness. Now, based on new research conducted with leaders, change makers and culture shifters, she's showing us how to put those ideas into practice so we can step up and lead.

Leadership is not about titles, status and power over people. Leaders are people who hold themselves accountable for recognising the potential in people and ideas, and developing that potential. This is a book for everyone who is ready to choose courage over comfort, make a difference and lead.

When we dare to lead, we don't pretend to have the right answers; we stay curious and ask the right questions. We don't see power as finite and hoard it; we know that power becomes infinite when we share it and work to align authority and accountability. We don't avoid difficult conversations and situations; we lean into the vulnerability that's necessary to do good work.

But daring leadership in a culture that's defined by scarcity, fear and uncertainty requires building courage skills, which are uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the same time we're scrambling to figure out what we have to offer that machines can't do better and faster. What can we do better? Empathy, connection and courage to start.

Brene Brown spent the past two decades researching the emotions that give meaning to our lives. Over the past seven years, she found that leaders in organisations ranging from small entrepreneurial start-ups and family-owned businesses to non-profits, civic organisations and Fortune 50 companies, are asking the same questions:

How do you cultivate braver, more daring leaders? And, how do you embed the value of courage in your culture?

Dare to Lead answers these questions and gives us actionable strategies and real examples from her new research-based, courage-building programme.

Brene writes, 'One of the most important findings of my career is that courage can be taught, developed and measured. Courage is a collection of four skill sets supported by twenty-eight behaviours. All it requires is a commitment to doing bold work, having tough conversations and showing up with our whole hearts. Easy? No. Choosing courage over comfort is not easy. Worth it? Always. We want to be brave with our lives and work. It's why we're here.
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In 2015 Sheryl Sandberg's husband, Dave Goldberg, died suddenly at the age of forty-eight. Sandberg and her two young children were devastated, and she was certain that their lives would never have real joy or meaning again.

Just weeks later, Sandberg was talking with a friend about the first father-child activity without a father. They came up with a plan for someone to fill in. 'But I want Dave,' she cried. Her friend put his arm around her and said, 'Option A is not available. So let's just kick the shit out of Option B.' Everyone experiences some form of Option B. We all deal with loss: jobs lost, loves lost, lives lost. The question is not whether these things will happen but how we face them when they do.

Thoughtful, honest, revealing and warm, OPTION B weaves Sandberg's experiences coping with adversity with new findings from Adam Grant and other social scientists. The book features stories of people who recovered from personal and professional hardship, including illness, injury, divorce, job loss, sexual assault and imprisonment. These people did more than recover-many of them became stronger.

OPTION B offers compelling insights for dealing with hardships in our own lives and helping others in crisis. It turns out that post-traumatic growth is common-even after the most devastating experiences many people don't just bounce back but actually bounce forward. And pre-traumatic growth is also possible: people can build resilience even if they have not experienced tragedy. Sandberg and Grant explore how we can raise strong children, create resilient communities and workplaces, and find meaning, love and joy in our lives.

'Dave's death changed me in very profound ways,' Sandberg writes. 'I learned about the depths of sadness and the brutality of loss. But I also learned that when life sucks you under, you can kick against the bottom, break the surface and breathe again.
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Simon Sinek's recent video on 'The Millennial Question' went viral with over 180 million views. Find Your Why is the follow up to Start with Why, the global bestseller and the subject of the third most watched TED Talk of all time. With Start With Why , Simon Sinek inspired a movement to build a world in which the vast majority of us can feel safe while we are at work and fulfilled when we go home at night. Now, along with two of his colleagues, Peter Docker and David Mead, Sinek has created a guide to the most important step any business can take: finding your why. This easy-to-follow guide starts with the search for your personal why, and then expands to helping your colleagues find your organization's why. With detailed instructions on every stage in the process, the book also answer common concerns, such as: What if my why sounds like my competitor's? Can you have more than one why? And, if my work doesn't match my why, what do I do? Whether you're entry level or a CEO, whether your team is run by the founder or a recent hire, these simple steps will lead you on a path to a more fulfilling life and long-term success for you and your colleagues.
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Emotion by Design is Greg Hoffman''s transformative and intensely personal journey building one of the world''s most important, groundbreaking brands. It''s a must-read if you work with creatives, and if you want to unlock their unique genius to build authentic brands and waves of support across your entire company.>

The official British Army book on what makes its leadership so successful, and how to become a better leader yourself - whatever your field.br> ___________________br>br>''If you want to become a better leader, read this book'' Eddie Jonesbr>br>''An extraordinary read for any leader. Truly brilliant'' General Stanley McChrystal, author of Team of Teamsbr>br>''Excellent. Offers proven tools and strategies'' Matthew Syedbr>___________________br>br> The Habit of Excellence is a unique insight into British Army leadership, explaining what makes it unique, what makes it so effective and what civilians can take from it to become better leaders themselves. Drawing on the latest research in military history, business, sociology, psychology and behavioural science, and with compelling illustration from British Army operations across the centuries, Lt Col Langley Sharp MBE goes beyond the latest leadership fads to distil into one peerlessly authoritative work the essence of leading and leadership from one of the world''s most revered institutions.br>___________________br>br>''Excellent. It''s hard to see how any leader, whatever their field, wouldn''t benefit from reading and rereading it'' New Statesmanbr>br> ''Offers lessons for all managers'' Financial Timesbr>br> ''Valuable in any walk of life'' General Sir Mike Jackson, former Chief of the General Staffbr>br> ''Very readable. I could not recommend this exceptional book more'' General The Lord David Richards, former Chief of the Defence Staffbr>br> ''Comprehensive and clearly written'' Karin von Hippel, Director-General of RUSIbr>br> ''Terrific. Full of insights and lessons'' General David Petraeus, former Director of the CIA> Lire la suite Fermer

B>A clear-eyed account of learning how to lead in a chaotic world, by General Jim Mattis--the former Secretary of Defense and one of the most formidable strategic thinkers of our time--and Bing West, a former assistant secretary of defense and combat Marine./b>br>br>Call Sign Chaos is the account of Jim Mattis''s storied career, from wide-ranging leadership roles in three wars to ultimately commanding a quarter of a million troops across the Middle East. Along the way, Mattis recounts his foundational experiences as a leader, extracting the lessons he has learned about the nature of warfighting and peacemaking, the importance of allies, and the strategic dilemmas--and short-sighted thinking--now facing our nation. He makes it clear why America must return to a strategic footing so as not to continue winning battles but fighting inconclusive wars. br>br>Mattis divides his book into three parts: direct leadership, executive leadership, and strategic leadership. In the first part, Mattis recalls his early experiences leading Marines into battle, when he knew his troops as well as his own brothers. In the second part, he explores what it means to command thousands of troops and how to adapt your leadership style to ensure your intent is understood by your most junior troops so that they can own their mission. In the third part, Mattis describes the challenges and techniques of leadership at the strategic level, where military leaders reconcile war''s grim realities with political leaders'' human aspirations, where complexity reigns and the consequences of imprudence are severe, even catastrophic.br>br>Call Sign Chaos is a memoir of lifelong learning, following along as Mattis rises from Marine recruit to four-star general. It is a journey learning to lead and a story about how he, through constant study and action, developed a unique leadership philosophy--one relevant to us all. Lire la suite Fermer

Why givers - not takers or matchers - win big. Perfect for anyone who enjoyed QUIET or THINKING FAST AND SLOW.

In many jobs people work their way up through a hierarchy, an experience that prepares them for managing a team. In some professions, such as law, finance, accountancy, academia, engineering, education and healthcare, individuals may find themselves managing a team of equals. This book uses 50 simple lessons to show the reader in concise, pithy prose how to manage a team of equals with intelligence and diplomacy. Each lesson features a short introduction and example from the authors' experience, showing you how skills can be acquired. These are then followed by 6-10 action points to implement immediately. Core leadership skills are reevaluated for the leader of a smart team. The book teaches you core skills such as decision making and delegating, but also soft skills such as delivering good and bad news to team members and how to realise more general aims such as building trust and growing your team. The authors also offer advice on how to look after yourself as a team leader, how to build resilience in tough situations, but also how to develop creativity and extend your skill base so that you are constantly learning.
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From the acclaimed author of Turn the Ship Around! , former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era. It's time to ditch the industrial age playbook of leadership. In Leadership is Language , you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: ;; * ;; Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. ;; * ;; Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") ;; * ;; Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. ;; * ;; Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. ;; * ;; Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. ;; * ;; Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around! , Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.
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Throughout history, there has been one quality that great leaders, makers, artists and fighters have shared. The Zen Buddhists described it as inner peace, the Stoics called it a taraxia and Ryan Holiday calls it stillness: the ability to be steady, focused and calm in a constantly busy world. Drawing on a wide range of history''s greatest thinkers, Holiday shows us how crucial stillness is, and how it can be cultivated in our own lives today. Just as Winston Churchill, Oprah Winfrey and baseball player Sadaharu Oh have done, we can all benefit from stillness to feed into our greater ambitions - whether building a business or simply finding happiness, peace and self-direction. Stillness is the key to the self-mastery, discipline and focus necessary to succeed in this competitive, noisy world.
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A Financial Times Business Book of the Month "A brilliant set of leadership tools that will help you succeed whatever your goal" - Sir Clive Woodward Leadership is not some special club, open only to elites. It's not a gold star given only to those with expensive degrees. Leadership is for everyone. Based on the author's hard-won experience, this smart, fun book delivers a step-by-step working manual on how to lead - for anyone. Full of principles and actionable steps that apply to every field, from small businesses to community initiatives, from sports teams to global enterprises, this book will transform your career and help you reach your goals. It demystifies an over-analysed subject to get to the heart of modern leadership: the life-changing power to get stuff done and make stuff better.
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Thomas Derale, a mild-mannered businessman from Chicago, embodies leadership''s greatest secret: his companies make fortunes, his people love him, and his customers are willing to wait weeks just to do business with him. At age 55, though, Derale is dying, and through a series of final encounters with key people in his life - primarily his wife, Maggie, and Joe, who regards Thomas as his mentor - we learn about his life, his unique business insights, and the true impact the man and his work has had on the people around him. A business parable with a difference, THE BIG FIVE FOR LIFE is a story of great leadership, savvy decision-making and is a powerful reminder that successful leaders are not just in the business of business - they are in the business of life.
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Finally in paperback: the New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better . Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek's viral video "Millenials in the workplace" (150+ million views). Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things. In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.
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Communication is essential in a healthy organization. But all too often when we interact with people--especially those who report to us--we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry. Ed Schein defines Humble Inquiry as the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person. In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it.
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For readers of Chimamanda Ngozi Adichie, Sheryl Sandberg and Mary Beard, Women and Leadership is a powerful call to arms about the lack of women at the top. ''Who better qualified to delve into this topic?'' Business Life _______________ Women make up less than 10 per cent of national leaders, and behind this lies a pattern of unequal access to power. In conversation with some of the world''s most powerful and interesting women, Women and Leadership explores gender bias and asks why there aren''t more women in leadership roles? Using current research as a starting point, Gillard and Okonjo-Iweala form questions and hypotheses, then test them on the lived experiences of women leaders such as Jacinda Ardern , Hillary Clinton , Christine Lagarde , Michelle Bachelet and Theresa May . Speaking honestly and freely, they talk about having their ideas stolen by male colleagues, about what it''s like to be called fat or a slut in the media, and about the things they wish they had done differently. Their stories reveal how gender and sexism affect perceptions of women as leaders, the trajectories of their leaderships, and the circumstances in which they come to an end. The result is a rare insight into life as a leader, and a powerful call to arms for women everywhere. Lire la suite Fermer