It was her early eye-opening stints in teaching, business consulting, and neuroscience that led to her hypothesis about what really drives success: not genius, but a unique combination of passion and long-term perseverance. In Grit , she takes us into the field to visit cadets struggling through their first days at West Point, teachers working in some of the toughest schools, and young finalists in the National Spelling Bee.
She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Fresh out of business school, Phil Knight borrowed fifty dollars from his father and launched a company with one simple mission: import high-quality, low-cost running shoes from Japan. Selling the shoes from the trunk of his car in , Knight grossed eight thousand dollars that first year.
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results OKRs has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. 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 pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered. The Third Door takes readers on an unprecedented adventure--from hacking Warren Buffett's shareholders meeting to chasing Larry King through a grocery store to celebrating in a nightclub with Lady Gaga--as Alex Banayan travels from icon to icon, decoding their success.
Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing? He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation, and explains how diverse groups learn to function with a single mind. Is your daily life chaotic and out of control? Does it feel like there are never enough hours in the day to accomplish all your goals? Does it feel like no matter how hard you try it's never good enough?
2. Appealing to people out of guilt or obligation
Are you looking for a simple yet executable roadmap to create the life you've always desired? Humorous, surprising and informative, Dr. Peterson tells us why skateboarding boys and girls must be left alone, what terrible fate awaits those who criticize too easily, and why you should always pet a cat when you meet one on the street.
What does the nervous system of the lowly lobster have to tell us about standing up straight with our shoulders back and about success in life? Why did ancient Egyptians worship the capacity to pay careful attention as the highest of gods? What dreadful paths do people tread when they become resentful, arrogant and vengeful? HBR's 10 Must Reads, available as a volume paperback boxed, is the best selection from hundreds of Harvard Business Review articles on topics such as emotional intelligence, communication, change, leadership, strategy, managing people, and managing yourself and selected the most important ones to help you maximize your own and your organization's performance.
With the same insight and clarity that made Sapiens an international hit and a New York Times bestseller, Harari maps out our future. Extreme You: Step Up. Stand Out. Kick Ass. Her early efforts failed to reveal a natural superstar, but she refused to settle for average. Through dramatic successes and epic fails, she studied how extraordinary people in sports, entertainment and business set and achieve extremely personal goals.
Sarah became an executive at Virgin Atlantic and Nike, and despite being fired twice in her twenties, she went on to become the global president of Gatorade and of Equinox—as well as a wife, mother, and endurance athlete. A few common principles drive performance, regardless of the field or the task at hand. Whether someone is trying to qualify for the Olympics, break ground in mathematical theory or craft an artistic masterpiece, many of the practices that lead to great success are the same. In Peak Performance, Brad Stulberg, a former McKinsey and Company consultant and writer who covers health and the science of human performance, and Steve Magness, a performance scientist and coach of Olympic athletes, team up to demystify these practices and demonstrate how everyone can achieve their best.
A former international hostage negotiator for the FBI offers a new, field-tested approach to high-stakes negotiations—whether in the boardroom or at home.
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Life is a series of negotiations you should be prepared for: buying a car, negotiating a salary, buying a home, renegotiating rent, deliberating with your partner. Taking emotional intelligence and intuition to the next level, Never Split the Difference gives you the competitive edge in any discussion. 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.
Extreme Ownership: How U. Combat, the most intense and dynamic environment imaginable, teaches the toughest leadership lessons, with absolutely everything at stake. But with the rate at which Future was rapping about drugs, one question was inevitably posed: Is this an addiction? If so, it was a new spin on a classic trope. The arc of pretty much every drug movie mimics the whiz-bang of the initial high and the eye-blackening horror of the inevitable comedown.
Emails, calls, texts, pleadings. Soon, I received word that Future was ready to talk again. It was in Toronto that we actually met, and where it was so cold that the streets had a kind of a permafrost hue. The pavement felt as if it could, at any point, shatter. For a few days, I tagged along with Future and his affable crew. The first order of business was an interview with a TV station on the 19th floor of a high-end hotel. The interviewer, a friendly reporter in all black, was drinking a glass of white wine.
She had ended a long-term relationship, she said, because of his music. In person, Future provides no outward signs that you should approach him with confessionals.
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He is also beautiful. And almost immediately, Future went back to thumbing through his phone. After a few beats of silence he finally looked up. The next day, I finally had my chance to connect.
We were upstairs at a middlebrow bistro with a lot of bare wood, and Future had just finished off an impromptu date. They ate sushi, chicken wings and steak salad. And I know this because during the totality of the date, the team and I were sitting at the adjoining table. Finally, we talked.
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I brought up London. He smiled. I guess you could call it a sheepish smile. I asked him why he was going through with it. The conversation rolled on, meandered. It even clicked into gear at a few points. He talked about his itinerant childhood, how he never wanted to have a fixed address so no one with an antagonistic agenda would ever be able to find him.
He talked about the love and care of the family members that sorted him out. And he said that it all, eventually, changed everything.
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It was nice, and fleeting. But I never was able to get a hook into him. I never could formulate a question that made him want to really talk.