Why waste one more moment when you can DO IT NOW? Procrastination is the number one obstacle to success. It's also the obstacle most easily surmounted, as Edwin Bliss demonstrates in this foolproof antidote to inaction. The author of Getting Things Done demolishes every excuse, distraction, and fear as he takes you through the 12 simple steps to self-mastery from the first step—turning your attitude around, the final reward—accomplishment, you'll acquire all the savvy and strategies you'll need to make every day count. You'll learn to: —Relax, or energize, fatigue away...and discover your second, third and fourth winds. —Understand the reasons, from the subtle to the absurd, why you postpone important business. —Develop a sure-fire, 5-minute game plan that will snowball into success. —Refine your skills along the way with simple exercises designed to turn distasteful tasks into successful achievements. On the job, around the house, in your relationships and for your own personal development and pleasure, now is the time to stop postponing your plans and start turning them into achievements!

Sitting around pointing fingers and waiting for change to appear on the horizon—has it ever worked for you? Do you feel imbalance between who you are and who you think you should be? Do you see fulfillment, better relationships, and stronger teamwork as something to work for, but not possible now? In her breakthrough message, author and speaker Jessica Pettitt reveals the truth about how we can be the best versions of ourselves now! By being our authentic selves, we can immediately improve our companies, relationships, and communities. Good Enough Now is an innovative and practical guide to ridding yourself of self-doubt, self-limiting beliefs, and habitual excuses through: Being true to yourself Building on your strengths Supporting others in their strengths Building better teams Serving others Read this revolutionary book and discover that you already have what is necessary to begin shifting the paradigm!

Snappsy the alligator is having a normal day when a pesky narrator steps in to spice up the story. Is Snappsy reading a book ... or is he making CRAFTY plans? Is Snappsy on his way to the grocery store ... or is he PROWLING the forest for defenseless birds and fuzzy bunnies? Is Snappsy innocently shopping for a party ... or is he OBSESSED with snack foods that start with the letter P? What's the truth? Snappsy the Alligator (Did Not Ask to Be in This Book) is an irreverent look at storytelling, friendship, and creative differences, perfect for fans of Mo Willems.

Forget the 10,000 hour rule— what if it’s possible to learn the basics of any new skill in 20 hours or less? Take a moment to consider how many things you want to learn to do. What’s on your list? What’s holding you back from getting started? Are you worried about the time and effort it takes to acquire new skills—time you don’t have and effort you can’t spare? Research suggests it takes 10,000 hours to develop a new skill. In this nonstop world when will you ever find that much time and energy? To make matters worse, the early hours of prac­ticing something new are always the most frustrating. That’s why it’s difficult to learn how to speak a new language, play an instrument, hit a golf ball, or shoot great photos. It’s so much easier to watch TV or surf the web . . . In The First 20 Hours, Josh Kaufman offers a systematic approach to rapid skill acquisition— how to learn any new skill as quickly as possible. His method shows you how to deconstruct com­plex skills, maximize productive practice, and remove common learning barriers. By complet­ing just 20 hours of focused, deliberate practice you’ll go from knowing absolutely nothing to performing noticeably well. Kaufman personally field-tested the meth­ods in this book. You’ll have a front row seat as he develops a personal yoga practice, writes his own web-based computer programs, teaches himself to touch type on a nonstandard key­board, explores the oldest and most complex board game in history, picks up the ukulele, and learns how to windsurf. Here are a few of the sim­ple techniques he teaches: Define your target performance level: Fig­ure out what your desired level of skill looks like, what you’re trying to achieve, and what you’ll be able to do when you’re done. The more specific, the better. Deconstruct the skill: Most of the things we think of as skills are actually bundles of smaller subskills. If you break down the subcompo­nents, it’s easier to figure out which ones are most important and practice those first. Eliminate barriers to practice: Removing common distractions and unnecessary effort makes it much easier to sit down and focus on deliberate practice. Create fast feedback loops: Getting accu­rate, real-time information about how well you’re performing during practice makes it much easier to improve. Whether you want to paint a portrait, launch a start-up, fly an airplane, or juggle flaming chain­saws, The First 20 Hours will help you pick up the basics of any skill in record time . . . and have more fun along the way.

The author, a computer science professor diagnosed with terminal cancer, explores his life, the lessons that he has learned, how he has worked to achieve his childhood dreams, and the effect of his diagnosis on him and his family.

When a crooked used car salesman invents a perpetual motion machine he is thrown into Science Prison and incarcerated, along with various other inmates who have violated scientific laws; kept in place to prevent such inventions from destroying the economy. In Science Prison our car salesman meets a colorful assortment of other inmates including: a New York model who's been rendered invisible from swallowing a new kind of vanishing cream; two bank robbers that invented a time machine; and a 50,000-mile tall clown from outer space, who's been shrunk down to size. Other inmates in the prison include a 40,000-year-old man who was jailed back in 1910 by terrified doctors; a monk who tried and failed to build a perpetual motion machine, but wanted to go to the prison anyway to meet secret "celebrities"; and Saddam Hussein, who's been jailed for being in two places at the same time. Eventually this misfit band of scientific criminals formulates an escape, only to be pursued by a detective who bears a strong resemblance to Peter Falk's Columbo. Will they get away with it? Find out when What is the Government Doing Now? reaches its dramatic and humorous crescendo.

Presents unique craft projects that have been seen on the Life hacks for kids YouTube show, including feather earrings, melted crayon art, a headband holder, and indoor s'mores, and includes questions answered by Sunny.

Agile has the power to transform work--but only if it's implemented the right way. For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack. Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's rise to prominence--the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people's jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way. The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise. Agile isn't a goal in itself; it's a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition--or trying to sustain high agility.

a philosophy of getting your work to the world by being creative, considerate, resourceful, and connected