"The NYT-bestselling author of Multipliers explains why some employees are considered Impact Players, what they do differently to become irreplaceable, and how others can emulate them and make teams more productive"--

An MIT Professor's pathbreaking book on building "learning organizations" -- corporations that overcome inherent obstacles to learning and develop dynamic ways to pinpoint the threats that face them and to recognize new opportunities. Not only is the learning organization a new source of competitive advantage, it also offers a marvelously empowering approach to work, one which promises that, as Archimedes put it, "with a lever long enough... single-handed...

Many business leaders scare their employees into being "safe". This book helps you create a vibrant and innovative team.

"Stanford d.school directors Jeremy Utley and Perry Klebahn show leaders how to dramatically boost business results by amplifying the creative output of their organizations, drawing from their popular Stanford courses. The number of new ideas a team can generate in a given amount of time correlates directly to its capacity to solve problems and devise breakthrough solutions. This is ideaflow, and companies like Apple, Amazon, and Toyota dominate because...

Management guru Tom Peters shows that nothing beats a high-quality product or service, designed and delivered by people who are as dedicated to each other as they are to their shared goal. With his unparalleled expertise and inimitable charisma, Peters offers brilliantly simple, actionable guidelines for success that any business leader can immediately implement, punctuated by incisive quotes from some of today's leading lights in business.

"Award-winning author and leading economist Mariana Mazzucato critically examines the current system of capitalism and argues for mission-oriented policies, emphasizing why we need to take big risks to achieve even bigger rewards for our health, society, and environment"--

"The vice president of leadership at LinkedIn claims that the biggest driver of motivation is the chance to serve a larger purpose beyond our careers and ourselves, rather than salary, benefits, bonuses, or other material incentives; companies that are able to successfully focus their people, their teams, and their culture around meaning outperform their competition. Fred Kofman's approach to leadership has little to do with the standard practices...

In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to...