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We live in a volatile, uncertain, complex and ambiguous (VUCA) world that calls for a paradigm shift in the style of leadership. The new world needs leaders who are purposeful, agile, flexible, cooperative, humble and helpful. Leadership, therefore, is as much about soft skills as hard skills, and no leader can be successful without using the two in concert. In The Gym of Leadership, Anil Khandelwal, a proven transformational leader, advocates that building all-round leadership capabilities should be a high-priority agenda for those aspiring for growth.

If you read (or listen to) nothing else on building a high-performing team from within, listen to these ten articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you communicate more effectively, cultivate trust, build a learning and risk-taking culture, and transform your team from one of high potentials to one of high performers.

Chock-full of real-world examples of mistakes, heartbreak, and redemption that makes it sound more like a juicy exposé than a business book, Love as a Business Strategy offers a new, people-first framework for achieving any business outcome. Written by authors who aren't fans of run-of-the-mill, nap-inducing business or leadership books, this book clearly shows that a better way of doing business is possible, helping listeners ditch the status quo, embrace humanity, and achieve lasting success.

From the high seas to high commands in Iraq, Kuwait, and Afghanistan, Sea Dog: A Seafaring Captain's Lessons in Leadership tells the tale of Charles L. Stuppard and his journey from growing up surrounded by poverty and violence to becoming a Navy Captain in charge of the US Navy's most technologically sophisticated warship.

Be yourself. Be fully present. Be in the moment. That is the message we hear constantly. Yet, the biggest obstacle to making wiser, more successful decisions is often... ourselves. Our limited perspective biases our choices, leading us to defend past actions rather than seek better alternatives. We need to step outside our narrow view and gain an objective, fresh perspective. In other words, we need a coach. In Distancing, former David Marquet and Michael Gillespie show us how to coach ourselves into making better decisions using a powerful mental technique called psychological distancing.

In Stop Selling & Start Leading, you'll discover that the very same behaviors that make leaders more effective also work to make sellers more effective, too. This critical shift in the selling mind-set, and in the sales role itself, is the key to boosting your overall sales effectiveness.

The Three Bucket Leadership Framework helps leaders understand and overcome disengagement in their teams and organizations. This book is divided into two sections. Part I introduces the Three Buckets—All In, All Out, and The Middle—and shows how our spending of time and energy shapes our level of engagement. It also explores how individual habits and cultural forces lead people into disengagement, and how leaders must take responsibility for their teams’ engagement.

Throughout his life, Michael Lee-Chin has stayed true to his disciplined approach to business and his “recipe” for success. In The Way of Wealth, he shares the experience and expertise on which his entire business empire is built. No matter where you are in life or how much money you have, by following his simple advice and inspiring lessons you can create your own wealth and lead a more prosperous and fulfilling life.

Why do some changes occur, and others don't? What are the factors that drive successful social and environmental movements, while others falter? How Change Happens examines the leadership approaches, campaign strategies, and ground-level tactics employed in a range of modern social change campaigns. The book explores successful movements that have achieved phenomenal impact since the 1980s—tobacco control, gun rights expansion, LGBT marriage equality, and acid rain elimination.

Control freaks. Narcissists. Slackers. Cynics. Difficult people are the worst part of a manager's job. This book turns this seemingly difficult chore into a straight-forward process that gently, yet effectively, improves behaviors. It all begins with understanding a core truth: most people actually want to contribute results, not cause headaches. When the manager resets to that fundamental principle, the potential for change can reveal itself in even the most hopeless situations.

Indispensable is a much-needed compass for navigating the complexities of the modern workplace, in particular career progression. It builds on the premise that experiencing both exemplary and poor leadership shapes us into more resilient and insightful leaders. It equips listeners with the tools and resilience to thrive in challenging environments, advocating for individuals to become the leaders they always wished they had.

In The Leaders You Need, Karen Brown shares the approach she has used to guide organizations from small nonprofits to the Global 500 on their journey to greater diversity in leadership and management. Her innovative, field-tested ABCD framework consists of four pillars: how to align diversity, equity, and inclusion efforts with business priorities; how to build strong partnerships with stakeholders; how to cultivate a culture of role models; and how to define objectives and outcomes with data.

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Most managers are promoted because they excel at their jobs—but the moment they step into a new leadership role, they’re expected to know how to motivate teams, navigate tough conversations, and drive results with little to no guidance. Manager Method fills this gap, and provides managers at any level with practical, real-world strategies to help them lead with clarity, confidence, and impact—without burning out.

It’s a brutal paradox—the same founder attributes required to put a startup in motion will invariably blow it up. The difference between success and failure lies in the personal journey that every founder must pursue to avoid their own worst impulses. Steeped in nearly forty years of research in leadership psychology, Founders, Keepers begins with the same personality assessment Rich Hagberg, a psychologist and executive management coach, gives his clients.

Discovery is perhaps the most critical phase of any sales journey and yet it also one of the least managed. Learn the best strategies and tactics to give you the best chance to make sure that first meeting isn’t the last.

In Darkhorse, Amatangelo “AJ” Pasciuti delivers an entirely new war narrative: an intense exploration of authentic leadership, sacrifice, and the resilience of the human spirit. By challenging established notions of masculinity and authority, Pasciuti shows that true strength lies in our hidden potential. Driven to serve by the events of 9/11, AJ enlisted in the Marine Corps at 17 in 2001. He embarked on a 21-year odyssey through some of the most harrowing battles of the Global War on Terror.

Formed to Lead shows leaders how to examine how embracing humility can enhance leadership effectiveness; explore the connection between spiritual discipline and strong leadership qualities; learn strategies to overcome common leadership challenges by drawing from Jesus' example; and reflect on personal leadership journeys through guided discussion questions.

In How to Be Bold, Ranjay Gulati offers a powerful playbook for becoming bolder and braver than we ever thought possible. Rather than leaving brave deeds to mythological heroes and resigning ourselves to apathy or cowardice, we can train ourselves to step up and act in the face of uncertainty. The key, Gulati argues, is to adopt ways of thinking that allow us to neutralize or moderate our fears. By shifting how we see ourselves and the world, we can lower the odds that we’ll freeze up in the moment while also sustaining courage over prolonged periods.

As nonprofit organizations mature and grow, their staffs and programs expand, their operations and dynamics become more complex, and the climate they operate in changes and presents new challenges. If they are to move to a new level of effectiveness, they must periodically adjust their leadership, management, structure, governance, and operating style to fit their changed circumstances. Author Susan Gross calls these adjustments "turning points.