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

Persuade others to do what you want fortheir own reasons. If you need the best practices and ideas formaking deals that work but don't have time to find them this bookis for you. Here are 10 inspiring and useful perspectives, all inone place. This collection of HBR articles will help you: seal orsweeten a bargain by uncovering the other side's motives; conquerfaulty assumptions to make the right deals; forge deals only whenthey support your strategy; set the stage for a healthyrelationship long after the ink has dried; make promises you cankeep; gain your adversaries' trust in high-stakes talks; and, knowwhen to walk away.

Often managers need to assess both financial and non-financialperformance. What process would you use to measure things that arenot easily quantifiable?

Making persuasive presentations isn't just amatter of charisma and fancy charts: it requires concrete skillsthat are vital to keeping your audience engaged and involved. Thishandy guide contains key information on how to customize yourpresentations to keep people focused and produce the results youwant.

The book that shows how to get the job done and deliverresults . . . whether you’re running an entire company or in yourfirst management job Larry Bossidy is one of the world’s most acclaimed CEOs, a manwith few peers who has a track record for delivering results. RamCharan is a legendary advisor to senior executives and boards ofdirectors, a man with unparalleled insight into why some companiesare successful and others are not. Together they’ve pooled theirknowledge and experience into the one book on how to close the gapbetween results promised and results delivered that people inbusiness need today. After a long, stellar career with General Electric, Larry Bossidytransformed AlliedSignal into one of the world’s most admiredcompanies and was named CEO of the year in 1998 by Chief Executivemagazine. Accomplishments such as 31 consecutive quarters ofearnings-per-share growth of 13 percent or more didn’t just happen;they resulted from the consistent practice of the discipline ofexe

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with comp

This volume captures the spirit of discovery that pervades"Great Groups". It describes the free-form organization of suchteams, more interested in their mission than their hierarchy. Theauthors discuss how "Great Groups" believe both that they'reunderdogs up against a powerful foe and that they're bound tosucceed. The book also illuminates the roles of a "Great Group"leader as a gatherer of talent, a source of inspiration and abridge to the outside world. Today, organizations require creativethinking from every member, not just a few. The world's complexityand pace mean that people can no longer rely on individual leadersand "Lone Rangers" to solve problems. Rather, people must learn towork together, to identify their own missions, to form their own"Great Groups". The stories and advice from the book show readershow. Warren Bennis is the author of "On Becoming a Leader","Leaders" and "Learning to Lead".