The book that shows how to get the job done and deliver results . . . whether you're running an entire company or in your first management job Larry Bossidy is one of the world's most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they've pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today. After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world's most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn't just happen; they resulted from the consistent practice of the discipline of execution:

Every day we face the challenge of persuading others to do what we want. But what makes people say yes to our requests? Persuasion is not only an art, it is also a science, and researchers who study it have uncovered a series of hidden rules for moving people in your direction. Based on more than sixty years of research into the psychology of persuasion, Yes! reveals fifty simple but remarkably effective strategies that will make you much more persuasive at work and in your personal life, too. Cowritten by the world's most quoted expert on influence, Professor Robert Cialdini, Yes! presents dozens of surprising discoveries from the science of persuasion in short, enjoyable, and insightful chapters that you can apply immediately to become a more effective persuader. The findings presented in Yes! will steer you away from common pitfalls while empowering you with little-known but proven wisdom. Whether you are in advertising, marketing, management, or sales, or just curious about how to be more influen

I'm getting more done in less time, but where are the rich relationships, the inner peace, the balance, the confidence that I'm doing what matters most and doing it well? Does this nagging question haunt you, even when you feel you are being your most efficient? If so, First Things First can help you understand why so often our first things aren't first. Rather than offering you another clock, First Things First provides you with a compass, because where you're headed is more important than how fast you're going.

iCon takesalookatthemostastoundingfigureinabusinesseranotedforitsmavericks,oddballs,andiconoclasts.Drawingonawiderangeofsources,JeffreyYoungandWilliamSimonprovidenewperspectivesonthelegendarycreationofApple,detailJobs'meteoricrise,andthedevastatingplungethatlefthimnotonlyoutofApple,butoutofthecomputermakingbusinessentirely.ThisunflinchingandcompletelyunauthorizedportraitrevealsbothsidesofJobs'roleintheremarkableriseofthePixaranimationstudio,alsorecreatestheacrimonybetweenJobsandDisney'sMichaelEisner,andexaminesJobs'dramatichisrisefromtheasheswithhisrecaptureofApple.TheauthorsexaminethetakeoverandJobs'reinventionofthecompanywiththepopulariMacandhistransformationoftheindustrywiththerevolutionaryiPod.iConismustreadingforanyonewhowantstounderstandhowthemoderndigitalagehasbeenformed,shaped,andrefinedbythemostinfluentialfigureoftheageamasterofthreeindustries:movies,music,andcomputers. iCon《偶像乔布斯》深入剖析了这个以行为不合常规者、行为古怪者以及偶像破坏者而著称的商业

Winnerofthe2010PulitzerPrize "Amagisterialwork...Youcan'thelpthinkingabouttheeconomiccrisiswe'relivingthroughnow."--TheNewYorkTimesBookReview ItiscommonlybelievedthattheGreatDepressionthatbeganin1929resultedfromaconfluenceofeventsbeyondanyoneperson'sorgovernment'scontrol.Infact,asLiaquatAhamedreveals,itwasthedecisionsmadebyasmallnumberofcentralbankersthatweretheprimarycauseofthateconomicmeltdown,theeffectsofwhichsetthestageforWorldWarIIandreverberatedfordecades.Asyetanotherperiodofeconomicturmoilmakesheadlinestoday,LordsofFinanceisapotentreminderoftheenormousimpactthatthedecisionsofcentralbankerscanhave,theirfallibility,andtheterriblehumanconsequencesthatcanresultwhentheyarewrong.