In today's culturally diverse, technology-infused business world, the chances of committing communication mis- steps in the workplace have skyrocketed. A poorly timed joke, a misread e-marl, or a fumbled negotiation can severely damage your reputation and effectiveness as a manager. This guide will help you master the principles of business etiquette quickly and thoroughly. Learn how to: Select the right communication channel and tone for your message。

"In Inside the Black Box: The Simple Truth AboutQuantitative Trading , Rishi Narang demystifies quantitativetrading. His explanation and classification of alpha will enlighteneven a seasoned veteran." —Blair Hull, Founder, Hull Trading Matlock Trading

In these tough economic times, everyone isexpected to produce more with less. And yet, studies have shownthat on average, employees are working at only a fraction of theirpotential. What are managers to do? How can they inspire theirpeople to perform at their absolute best? Whatever the situation, agood manager can quickly organize a group of average performersinto a high-functioning team capable of achieving tremendousresults for the company. The secret is knowing how and anyone canlearn. In "Full Engagement!", business success expert Brian Tracyshows managers how they can supercharge their employees' efforts.Packed with powerful, practical ideas and strategies, thiseyeopening guide explains how to: unlock the potential of eachperson; motivate and inspire employees to peak performance; triggerthe 'X Factor' that maximizes productivity; drive out the fearsthat hold people back; create a high-trust work environment; setclear goals and objectives; and, recognize, reward, and reinforcein a way that energi

From an award-winning New York Times reporter comes the full, mind-boggling story of the lies, crimes, and ineptitude behind the Enron scandal that imperiled a presidency, destroyed a marketplace, and changed Washington and Wall Street forever.

An Apple Store customer asks for the latest iPhone in blackbut suddenly changes to white when he sees others choosing it. Acitizen of a former communist country picks~ a drink at random;soda is soda, he says. A young man and woman decide tomarry--knowing that they'll meet for the first time on theirwedding day. In THE ART OF CHOOSING, Columbia University profes- sor SheenaIyengar, a leading expert on choice, asks fascinating questions:Are our choices innate or created by culture? Why do we sometimeschoose against our best interests? How much control do we reallyhave? What's the relationship between choice and freedom? Drawingon her award-winning, discipline: spanning research, thisremarkable book illuminates the joys and challenges ofchoosing--and shows us how we can choose better, one choice at atime.

Your company's brands hold intangible value and differentiateyour firm from rivals. So does your leadership brand - a sharedidentity among your organization's leaders that differentiates whatthey can do from what your rivals' leaders can do. In "LeadershipBrand", Dave Ulrich and Norm Smallwood show how branded leadershipdelivers unique value for firms' investors, customers, andemployees - elevating market value and creating a sharp competitiveedge. The authors present a six-step process for creatingleadership brand in your organization. A wealth of tools helps youdifferentiate your firm's leaders from those of rivals, craft aunified identity among them, and articulate a unique statement ofyour brand. With its compelling new model and hands-on approach,this book helps you clarify what makes your leaders unique - anduse your leadership brand to leave rivals far behind.

From the teacher and mentor of TimFerris ("The 4-Hour Workweek") comes a revolutionary money-makingmethod for budding entrepreneurs: license a simple idea and letothers do the work.

The unconscious sprang to the attention of the West a hundredyears ago, and we are still struggling to absorb its full impact.It was one thing to understand the concept, to see it and believeit, but another to live with it, to take in fully its challenge toour deepest cultural assumptions. Today, as we expand ourunderstanding of its reach, we are still coming to grips with whatit means. This “new unconscious” is driven by the identities weassume, the groups we belong to, the ideas we inherit, thelanguages we use–all the elements that provide meaning andstructure to our world. What You Don’t Know You Know is about this emergentunderstanding, and how it forces us to rethink our relationshipswith each other as well as our beliefs about what it means to be aperson, to have a self. It is for all those who want a betterunderstanding of the complexity of human motivation, whether as anexecutive faced with employees resisting change, an electedofficial trying to forge agreements among competing i

THE REMARKABLE AND INSPIRING TRUE STORY OF ONE GUY WHOTRANSFORMED HIS UNCERTAINTY ABOUT THE FUTURE INTO ACTION A year and a half after he graduated from college, Sean Aikenfound himself struggling to answer the question “What should I dowith my life?” His mother suggested teaching. His older sister toldhim to apply for an entry-level corporate position. His fathersaid, “It doesn’t matter what you do, just make sure it’s somethingyou’re passionate about.” Taking his father’s advice to heart, Seancreated the One-Week Job Project and launched himself on an epicjourney to find his passion. His goal: to work fifty-two jobs infifty-two weeks. After the launch of his website, oneweekjob.com, the offers beganpouring in. Sean’s first gig was—literally—jumping off a bridge, asa bungee operator in British Columbia. From there he traveledacross Canada and the United States, reinventing himself as afirefighter, an aquarium host, a radio DJ, a martial artsinstructor, an NHL mascot,

"More than any thing else technology creates our world. It creates our wealth, our economy, our very way of being," says W. Brian Arthur. Yet, until now the major questions of technology have gone unanswered. Where do new technologies come from -- how exactly does invention work? What constitutes innovation, and how is it achieved? Why are certain regions -- Cambridge, England, in the 1920s and Silicon Valley today -- hotbeds of innovation, while others languish? Does technology, like biological life, evolve? How do new industries, and the economy itself, emerge from technologies? In this groundbreaking work, pioneering technology thinker and economist W. Brian Arthur sets forth a boldly original way of thinking about technology that gives answers to these questions. The Nature of Technology is an elegant and powerful theory of technology's origins and evolution. It achieves for the progress of technology what Thomas Kuhn's The Structure of Scientific Revolutions did for scientific progress. Arthur explains h

Drive bottom-line results with a powerful company cultureCompanies with strong corporate cultures aren't just good places towork. Powerful corporate cultures have very real payoffs foreveryone involved: employees, shareholders, and stakeholders alike.Culture Connection explains how you can outperform you peers by,first, viewing culture as the organization's most valuable asset,then using it as a strategic competitive advantage to driveresults. Parker explains how values and behaviors play a key rolein making corporate cultures successful; describes how to createthe leadership required to build and maintain the right culture;and offers best practices for measurement and alignment,recruitment and retention, training and development, compensationand benefits, and corporate social responsibility. Marty Parker isthe president, CEO, and founder of Waterstone Human Capital, anexecutive search, professional recruitment, and human capitalconsulting firm. Parker founded "Canada's 10 Most Admired CorporateCulture

The Harvard Business Essentials series is designed to providecomprehensive advice, personal coaching, background information,and guidance on the most relevant topics in business. Whether youare a new manager seeking to expand your skills or a seasonedprofessional looking to broaden your knowledge base, thesesolution-oriented books put reliable answers at your fingertips.Implementing Strategy Strategic execution drives business success.This book covers strategy from the ground up, explaining whatstrategy is, how to put together a strategic plan, what tools andresources are necessary to execute it, and how to measureresults.

12 ESSENTIAL BUSINESS PRINCIPLES TO CREATE MEANING, HAPPINESS, AND TRUE SUCCESS ROBERT MICHAEL FRIED After years of focusing on our career, it's easy to lose sight of what's important in the rest of our lives. Fortune 500 marketing strategist, Robert Michael Fried shows how the same skills and principles you've used to achieve professional success can help you reach your personal goals too - by creating A Marketing Plan for Life (Perigee Trade Paperback; January 2005; $15.95 U.S.). Fried advises us that the same strategies that result in having a good career can help us define what really matters most in our personal lives as well. Fried's twelve-point system helps the reader achieve a fuller, more balanced life/work plan: * Define the business you're in ( Figure out who you are and who you want to become. * Assess the market (Capitalize on your strengths. * Create "targets of opportunity" (Make your dreams a reality. A Marketing Plan for Life provides a definitiv

Knowledge has become the most important factor in economiclife. It is the chief ingredient of what we buy and sell, the rawmaterial with which we work. Intellectual capital--not naturalresources, machinery, or even financial capital--has become the oneindispensable asset of corporations. Intellectual Capital is a groundbreaking book, visionaryin scope and practical in applications, that offers powerful newways of looking at what companies do and how to lead them. It isthe first book to show how to turn the untapped, unmapped knowledgeof an organization into its greatest competitive weapon. Intellectual Capital cuts through the vague rhetoric of"paradigm shifts" to show how the Information Age economy reallyworks--and how to make it work for you and your business. Readerswill learn how to discover and map the human, structural, andcustomer capital that embody the knowledge assets of a corporation;how successful companies manage their intellectual capital toimprove performance; how intellectual capital

Since Peter Senge published his groundbreaking book The FifthDiscipline, he and his associates have frequently been asked by thebusiness community: "How do we go beyond the first steps ofcorporate change? How do we sustain momentum?" They know thatcompanies and organizations cannot thrive today without learning toadapt their attitudes and practices. But companies that establishchange initiatives discover, after initial success, that even themost promising efforts to transform or revitalizeorganizations--despite interest, resources, and compelling businessresults--can fail to sustain themselves over time. That's becauseorganizations have complex, well-developed immune systems, aimed atpreserving the status quo. Now, drawing upon new theories about leadership and the long-termsuccess of change initiatives, and based upon twenty-fiveyears of experience building learning organizations, the authors of TheFifth Discipline Fieldbook show how to accelerate success and avoidthe obstacles that can stall momentum. The

In Take on the Street , Arthur Levitt--Chairman of theSecurities and Exchange Commission for eight years under PresidentClinton--provides the best kind of insider information: the kindthat can help honest, small investors protect themselves from thedeliberately confusing ways of Wall Street. At a time when investor confidence in Wall Street and corporateAmerica is at an historic low, when many are seriously questioningwhether or not they should continue to invest, Levitt offers thebenefits of his own experience, both on Wall Street and as itschief regulator. His straight talk about the ways of stockbrokers(they are salesmen, plain and simple), corporate financialstatements (the truth is often hidden), mutual fund managers(remember who they really work for), and other aspects of thebusiness will help to arm everyone with the tools they need toprotect—and enhance—their financial future.

In today's complex work world, things no longer get done simplybecause someone issues an order and someone else follows it. Most of us work in socially intricate organizations where we needthe help not only of subordinates but of colleagues, superiors, andoutsiders to accomplish our goals. This often leaves us in a "powergap" because we must depend on people over whom we have little orno explicit control. This is a book about how to bridge that gap: how to exercise thepower and influence you need to get things done through others whenyour responsibilities exceed your formal authority. Full of original ideas and expert insights about howorganizations—and the people in them—function, Power and Influencegoes further, demonstrating that lower-level personnel also needstrong leadership skills and interpersonal know-how to performwell. Kotter shows how you can develop sufficient resources of"unofficial" power and influence to achieve goals, steer clear ofconflicts, foster creative team behavior, and gain th

Han, author and former entrepreneur, seeks the wisdom of 100 outstanding leaders to influence young people in their twenties and thirties who are searching for their path to a successful career. During extensive interviews with CEOs, writers, artists, and entertainers, Han developed information on their experiences in early adulthood as they learned about themselves and how they translated that knowledge into winning stature in their chosen profession. With self-knowledge as the core ingredient, we learn about other requirements such as intelligence and hard work, integrity, flexibility, discipline, effective communication skills, drive, and some luck. The CEO of Tower Automotive noted that the best people in business are those who make mistakes, learn from them, fix the important ones, and keep moving on. She counsels, "That's resilience." This small book offers excellent insight for library patrons who are looking for their first jobs after college or graduate school and are trying to find what they are mea

Not one to mince his words people either love him, or hate himbut it's hard to dispute that Sir Philip Green is a multi-talentedentrepreneur. Sir Philip fell into retail almost by accident butit's made him a fortune. Some go so far as to argue he's the finestretailer of his generation and one of the best business brains inthe UK. A middle class, Croydon-born Jewish boy, who left school at16 without a single qualification, he's now number 6 on the latestSunday Times Rich list - up from 9th last year despite therecession. After leaving school, Philip Green worked for the familyfirm, one of the first shoe importers to bring products in fromChina and Hong Kong. Experience of international trade taught himabout finance, credit, importing and product. After four falsestarts he made his first million at 33, with Jean Jeannie. It was astruggling fashion chain when he bought it for 65,000 in themid-1980s. He sold it six months later for 3m. Many such dealslater, he owns the Arcadia group - running about an eigh

Ride your personal brand to the highest level in yourfield! About the Book Steve Jobs did it at Apple. Indra Nooyi did it at Pepsi. AlanMulally did it at Ford Motor Company. What did these business leaders do exactly? They brought veryreal, positive change to their organizations by using their uniqueCEO brand. Now, executive coach Suzanne Bates explains how you canexert the same kind of influence at your company. Discover Your CEO Brand provides the insight, knowledge, andtools you need to discover your own personal CEO style and thendevelop it into a powerful presence that extends beyond yourtypical spheres of influence. Bates walks you through the processstep by step, teaching you ways to increase your visibility andinfluence by combining traditional self-branding vehicles like PRand face-to-face networking with new social-media platforms,including Facebook, Twitter, and blogs. No two sets of values, principles, vision, and skills—thefoundation of every successful CEO

In Shift, Carlos Ghosn, the brilliant, audacious, and widelyadmired CEO of Nissan, recounts how he took the reins of the nearlybankrupt Japanese automotive company and achieved one of the mostremarkable turnarounds in automotive—and corporate—history. When Carlos Ghosn (pronounced like “phone”) was named COO ofNissan in 1999, the company was running out of gas and careeningtoward bankruptcy. Eighteen short months later, Nissan was back inthe black, and within several more years it had become the mostprofitable large automobile company in the world. In Shift, Ghosndescribes how he went about accomplishing the seemingly impossible,transforming Nissan once again into a powerful global automotivemanufacturer. The Brazilian-born, French-educated son of Lebanese parents,Ghosn first learned the management principles and practices thatwould shape his decisions at Nissan while rising through the ranksat Michelin and Renault. Upon his arrival at Nissan, Ghosn beganhis new position by embarkin

The Extermination of Michael Moore is his anti-memoir. Breakingthe autobiographical mode, he hilariously presents 20 far-ranging,irreverent vignettes from his own life.Moore is his ownmeta-Forrest Gump, as one moment he's an 11-year old boy stuck on aSenate elevator with Bobby Kennedy, and the next moment he's insidethe Bitburg cemetery with a dazed and confused Ronald Reagan.Changing planes in Vienna, he escapes death at the hands of theterrorist Abu Nidal (others weren't so lucky). He founded his firstunderground newspaper in fourth grade. He refused to be on the CBSEvening News with Walter Cronkite at 16 ('There's not enoughClearasil in the world for that to happen'). And he became theyoungest elected official in the country at age 18 by enlisting an'army of local stoners' who had no idea what they were doing as hiscampaign staff.Before Michael Moore became the Oscar-winningfilmmaker and all-round rabble rouser and thorn-in-the-side ofcorporate and right-wing America, there was the guy who had anuncanny k