The No Asshole Rule was awarded a Quill Award as the Best Business Book of 2007. When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success. Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. FEATURING A NEW CHAPTER ON THE RULE AND ITS SURPRISING IMPACT! In this new version of The No Asshole Rule, Bob Sutton provides an uproarious account of the world-wide reaction to his best-se

The art of accounting-by the numbers. The Complete Idiot's Guide(r) to Accounting, Third Edition takesthe guess work out of this basic business activity. This updatededition has all the current information any business person willneed to understand the "books," along with a useful workbook styleappendix to re-enforce the lessons learned throughout thebook. ? Fully updated including all new forms ? New workbook appendix with dozens of useful exercises ? Up-to-date information on the changes in payroll taxes,including the new Medicare tax

During Toyota’s highly publicized recalls of 2009 and 2010,the legendary carmaker’s 60-year-old reputation for operationalexcellence was put under the microscope. Business pundits wonderedout loud if Toyota’s quality levels had decreased dramatically,while the harshest critics predicted the end of the company as weknow it. For the most part, the government’s fi ndings absolvedToyota of serious defects and accidents, and Toyota recoveredrapidly—but mistakes were made, which showed that Toyota is notperfect. In fact, there is always opportunity for improvement inevery process. In his bestselling business management classic The ToyotaWay , Jeffrey Liker introduced the world to the foundationalprinciples that have made Toyota the envy of companies around theworld. Now, in The Toyota Way to Continuous Improvement ,Liker teams up with former Toyota production engineer James Franzto explain the underlying thinking behind continuous improvementand why any company needs a disciplined approach

Do you delight in planning and taking action? Do you revel in facts and data? Do you crave new ideas and experiences? Do you feel more complete when you are aroundothers? In other words, are you a spade, diamond, club,or heart? Find out by taking one of the quickest, easiest,and most entertaining personality tests to ever hit the businessmarket. Over 25,000 people in dozens of Fortune 500 companies haveplayed Personality Poker to spur innovation and optimizegrowth. Use the included cards and Steve Shapiro'sinsightful techniques to identify your personality "strong suit,"revealing where you really belong in an organization and how tomaximize your contribution. You will also discover: --Why the person you like the least is the oneyou need the most --How your greatest strength can limit yoursuccess --Why homogenous teams are more efficient, butend up limiting innovation

A game plan for team players in every arena of life--business,family, sports--uses examples from the life of the great basketballcoach to show how any group can combine strengths and talents andbe successful. Reprint. No one knows the dynamics of a winning team better than Pat Riley,one of pro basketball's most successful coaches. The Winner Withinis his game plan for team players in every aspect of life:business, family, or sports. Riley uses his own examples ofsuccess--in and out of sports--to show how any group can blend itstalents to create lasting success. The pro basketball coach and popular motivational speaker presentshis recipe for leadership, personal growth, and control of shiftingdynamics, showing how to forge strong groups that can work togetherto create success

Richard L. Brandt is an award-winning journalist and formercorrespondent for BusinessWeek. He is the author of Inside Larryand Sergey’s Brain.Amazon’s business model is deceptively simple:make online shopping so easy and convenient that customers won’tthink twice. It can almost be summed up by the button on everypage: Buy now with one-click. Richard L. Brandt explains how Amazonhas been so successful, and he shows how much of it has to do withAmazon’s CEO, Jeff Bezos.

In this book, packed with phrases organized both by skill andby profession, job seekers at any level and in any industry willeasily find the best wording to craft outstanding resumes.

Tradition says there are three ways to grow a company’sprofits: Fire up the sales team with empty promises, cut costs anddownsize, or cook the books. But what if there’s a better way—a waythat nine amazingly profitable and well-run companies are alreadyembracing? Jason Jennings and his research team screened more than100,000 Amer?ican companies to find nine that rarely end up onmagazine covers, yet have increased revenues and profits by tenpercent or more for ten consecutive years. Then they interviewedthe leaders, workers, and customers of these quiet super?stars tofind the secrets of their astoundingly consistent and profitablegrowth. What they have in common is a culture—a community—based on ashockingly simple precept: Think big, but act small. It works forretailers like PETCO, Cabela’s, and O’Reilly Automotive,manufacturers like Medline Industries, service compa?nies likeSonic Drive-In, private educational companies like Strayer,industrial giants like Koch Enterprises, a

In 1996, having completed a two-year research study, longtimeEconomist journalists and editors John Micklethwait and AdrianWooldridge published The Witch Doctors, an explosive critique ofmanagement theory and its legions of evangelists and followers. Thebook became a bestseller, widely praised by reviewers and devouredby readers confused by the buzzwords and concepts the management“industry” creates. At the time, ideas about “reengineering,” “thesearch for excellence,” “quality,” and “chaos” both energized andhaunted the world of business, just as “the long tail,” “blackswans,” “the tipping point,” “the war for talent,” and “corporateresponsibility” do today. For decades, since the rise of MBA programs on campuses acrossthe country, the field of management has operated in a dubiousspace. Many of its framers clamor for respect within the academywhile making millions of dollars pedaling ideas, some brilliant andsome nonsensical, in speeches, consulting arrang

Everyone knows that Toyota has had an amazing twenty-five- yearrun, rising from a humble Japanese start-up to a thriving globalgiant. But how did it pass Ford and GM to become the world’slargest auto manufacturer? And how does it continue to thrive whileso many competitors are struggling and failing? Journalist David Magee dug deeply into Toyota’s past and present,interviewing senior executives who rarely talk to the press, alongwith many other sources. The powerful lessons that he distills,especially about corporate culture, are valuable for managers inall industries.

“With good judgment, little else matters. Without it, nothingelse matters.” Whether we’re talking about United States presidents, CEOs, MajorLeague coaches, or wartime generals, leaders are remembered fortheir best and worst judgment calls. In the face of ambiguity,uncertainty, and conflicting demands, the quality of a leader’sjudgment determines the fate of the entire organization. That’s whyjudgment is the essence of leadership. Yet despite its importance, judgment has always been a fairlymurky concept. The leadership literature has been conspicuouslyquiet on what, exactly, defines it. Does judgment differ fromcommon sense or gut instinct? Is it a product of luck? Of smarts?Or is there a process for making consistently good calls? Noel Tichy and Warren Bennis have each spent decades studying andteaching leadership and advising top CEOs such as Jack Welch andHoward Schultz. Now, in their first collaboration, they offer apowerful framework for making tough calls when the sta

How can companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these “rabbits” lead the race and, more importantly, continually widen their lead. In Chasing the Rabbit, Steven J. Spear describes what sets high-velocity, market-leading organizations apart and explains how you can lead the pack in your industry. Spear examines the internal operations of dominant organizations, including Toyota, Alcoa, Pratt & Whitney, the US Navy's Nuclear Power Program, and top-tier teaching hospitals--organizations operating in vastly differing industries, but which share one thing in common: the skillful management of complex internal systems that generates constant, almost automatic self-improvement at rates faster, durations longer, and breadths wider than anyone else musters. As a result, each enjoys a level of profitability, quality, efficiency, reliability, and agility unmatched

Problems that "just won't go away" can be settled throughmethods developed by one of America's leading experts in conflictresolution. In clear language, Weeks shows readers how to turnconflict into lasting partnerships and ensure a fruitfuloutcome.

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period. Concise and actionable, this is the surviv

The One–Page Project Manager shows you how to boil down any project into a simple, one–page document that can be used to communicate all essential details to upper management, other departments, suppliers, and audiences. This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

The blockbuster bestseller now in a manga edition––fullyillustrated and fun to read! Beautifully illustrated by Kensuke Okabayashi, this enthrallingedition of Patrick Lencioni′s massive bestseller gives readers anew format in which to understand the fascinating, complex world ofteams. Kathryn Petersen, Decision Tech′s CEO, faces the ultimateleadership crisis: Uniting a team in such disarray that itthreatens to bring down the entire company. Will she succeed? Willshe be fired? Will the company fail? Lencioni′s gripping taleserves as a timeless reminder that leadership requires as muchcourage as it does insight. Throughout the story, Lencioni reveals the five dysfunctions thatgo to the heart of why teams––even the best ones––often struggle.He outlines a powerful model and actionable steps that can be usedto overcome these common hurdles and build a cohesive, effectiveteam. This is a compelling fable with a powerful, yet deceptivelysimple message for all those who strive to b

"A powerful and penetrating exploration of what separatesgreat companies and great leaders from the rest." -Polly LaBarre,coauthor of Mavericks at Work Why are some people and organizations more innovative, moreinfluential, and more profitable than others? Why do some commandgreater loyalty? In studying the leaders who've had the greatest influence in theworld, Simon Sinek discovered that they all think, act, andcommunicate in the exact same way-and it's the complete opposite ofwhat everyone else does. People like Martin Luther King Jr., SteveJobs, and the Wright brothers might have little in common, but theyall started with why. Drawing on a wide range of real-life stories, Sinek weavestogether a clear vision of what it truly takes to lead andinspire.

Nobody likes performance appraisals. To make the most of them,though, managers and supervisors can take advantage of this guide,complete with the phrases and words they need to confidentlyconduct clear, objective performance reviews. Phrases are given forcommon behavior and skill categories as well as for commonfunctional areas—and they work, regardless of appraisal type.

When it comes to markets, the first deadly sin is greed. In thisNew York Times bestseller, Michael Lewis is our jungle guidethrough five of the most violent and costly upheavals in recentfinancial history. With his trademark humor and brilliantanecdotes, Lewis paints the mood and market factors leading up toeach event, weaves contemporary accounts to show what peoplethought was happening at the time, and, with the luxury ofhindsight, analyzes what actually happened and what we should havelearned from experience.