Visionaries have groundbreaking ideas. Integrators make those ideas realities. This explosive combination is the key to getting everything you want out of your business. It worked for Disney. It worked for McDonald's. It worked for Ford. It can work for you. From the author of the best-selling Traction, Rocket Fuel details the integral roles of the visionary and integrator and explains how an effective relationship between the two can help your business thrive.

There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are.

We've all had experiences with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the people around them and always need to be the smartest people in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them.

Having managed dozens of teams spanning tens to hundreds of people, Julie Zhuo knows the most important lesson of all: Great managers are made, not born. The Making of a Manager is a modern field guide packed with everyday examples and transformative insights you need to be the kind of manager you wish you had.

In Boundaries for Leaders, Dr. Henry Cloud gives leaders the tools and techniques they need to achieve the performance they desire - in their organizations and in themselves. Drawing on the latest findings from neuroscience, Dr. Cloud shows why it's critical for leaders to set the conditions that make people's brains perform at their highest levels. How do great leaders do this? One way is through the creation of "boundaries" - structures that determine what will exist and what will not.

In Impact Players, New York Times best-selling author and researcher Liz Wiseman reveals the secrets of these stellar professionals who play the game at a higher level. Drawing on insights from leaders at top companies, Wiseman explains what the most influential players are doing differently, how small and seemingly insignificant differences in how we think and act can make an enormous impact, and why - with a little coaching - this mindset is available to everyone who wants to contribute at their highest level.

Michael K. Simpson, a senior consultant to FranklinCovey, has spent more than twenty-five years training executives to become effective coaches, mentoring and guiding leaders and managers to encourage and develop the talent of their people - the most important asset in any organization. In this guide, you will acquire the skills to coach your personnel from the ground up, maximizing their potential on a personal level, as members of the team, and as contributors to the organization as a whole.

Much of what we hear about who gets to the top, and how, is wrong. Those who become chief executives set their sights on the C-suite at an early age. In fact, over 70 percent of the CEOs didn't have designs on the corner office until later in their careers. You must graduate from an elite college. In fact, only seven percent of CEOs in the dataset are Ivy League graduates - and eight percent didn't graduate from college at all. To become a CEO you need a flawless résumé. The reality: 45 percent of CEO candidates had at least one major career blowup.

In times of stress, we have a choice: we can retreat further into our isolated silos, or we can commit to "going higher together". When external pressures are mounting, and employees are working from far-flung locations across the globe, says best-selling author Keith Ferrazzi, we can no longer afford to waste time navigating the complex chains of command or bureaucratic bottlenecks present in most companies.

Creating something from nothing is an unpredictable journey. The first mile births a new idea into existence, and the final mile is all about letting go. We love talking about starts and finishes, even though the middle stretch is the most important and often the most ignored and misunderstood. Broken into three sections with 100-plus insights, this no-nonsense audiobook will help you find your way through the hardest parts of any bold project or new venture.

Leadership, Motivation & Mentoring: 28 Day Boot Camp for New Managers is a true fountain of knowledge for any new or seasoned manager or aspiring leader. This go-to resource teaches first-time managers everything they need to know to tackle challenges and take on new and unique responsibilities. The information is given in easy bite-sized chunks by the author, Tony Ortega, who has 30 years of experience of leading teams at all levels within global organizations. This is a trusted reference guide that will guide you through the maze of the first month of leading your new team.

Are Your Critical Leadership Errors Undermining Your Team and Organization? After working with more than 300 teams as a Principal Consultant for The Table Group, Mike McHargue recognized an emerging pattern.

Having recently stepped down as chairman and CEO of Best Buy, Hubert Joly shares the leadership principles illustrated by multiple vivid and concrete stories that underpinned the remarkable resurgence of Best Buy and that he believes are at the heart of business: pursue a noble purpose, put people at the center, embrace all stakeholders, and treat profit as an outcome.

Whether you’re a new CEO trying to navigate chaotic workdays or a veteran of the C-Suite trying to reignite your passion, focus is your most important asset. Many owners and CEOs think they have to be involved in every aspect of their business. They spend valuable brainpower on low-priority decisions. Before long, they’re overworked and burned out.

Businesses everywhere are plagued by managers who seem to think that keeping their staff miserable is the best way to deliver profits. This is a failure of leadership that also hurts the bottom line; research has shown that maintaining a happy, engaged workforce consistently drives measurably better business results across the board. In When They Win, You Win, Russ Laraway, the Chief People Officer at Qualtrics, provides a simple, coherent, and complete leadership standard that teaches organizational planners and managers how to develop incredible levels of employee engagement.

Drawing on case studies, many from client companies, the authors show how to establish clear expectations and manage the unmet expectations that inevitably occur. And they offer a positive, principled way that engages hearts and minds. This book can help people at every level---from senior executives to front-line workers---enjoy greater productivity, profitability, and job satisfaction.

David Novak learned long ago that you can't lead a great organization of any size without getting your people aligned, enthusiastic, and focused relentlessly on the mission. But how do you do that? There are countless leadership books, but how many will actually help a Taco Bell shift manager, a Fortune 500 CEO, a new entrepreneur, or anyone in between? Over his 15 years at Yum! Brands, Novak has developed a trademarked program he calls Taking People with You.

To have any hope of succeeding as a manager, you need to get your people all in. Whether you manage the smallest of teams or a multi-continent organization, you are the owner of a work culture and few things will have a bigger impact on your performance than getting your people to buy into your ideas and your cause and to believe what they do matters. Based on their extensive consulting experience, the authors present a simple seven-step road map for creating a culture of belief.

Best-selling author Jason Jennings believes that urgency and speed are keys to the growth of any business. Leaders need to adapt and ignite their workplace cultures to prevent everyone from falling behind. Jennings draws on years of research and 11,000+ in-depth interviews with executives, business owners, and CEOs across the country to uncover how successful leaders build cultures that support constant innovation and growth.

Listening is harder than it looks - but it's the difference between business success and failure. Nothing causes bad decisions in organizations as often as poor listening. But Bernard Ferrari, adviser to some of the nation's most influential executives, believes that such missteps can be avoided and that the skills and habits of good listening can be developed and mastered. He offers a step-by-step process that will help you become an active listener, able to shape and focus any conversation.