Many people have the misconception that success is the result of innate talent, dumb luck, or a magic formula. In reality, winners succeed through a combination of three things: the concentration to retain focus, the discipline to continually improve, and the endurance to overcome obstacles and failures. The Specific Edge is a blueprint for the average person to achieve success and fulfillment far above average. You will be guided to discover your specific edge and develop a strategy to outsmart your competitors. You will acquire tools to sustain effort while avoiding burn-out. Whether you are an entrepreneur, a corporate executive, or an individual building your career, identifying and capitalizing upon your specific edge creates a competitive advantage. With your specific edge, you create a point of differentiation and tune into opportunities around you.Learn how you can improve performance and win in business and in life from Mike Wien's personal stories paired with practical tips. Included are hard-earned insights from the first twenty-eight years of Mike's career with leadership roles in marketing at Pepsi, Frito-Lay, Citibank, and Deloitte. These insights are combined with strategies learned from the second-half of his career--when he ditched corporate life and became a world-class triathlete. Mike has competed in the Ironman Triathlon World Championship four times in the past eight years.

Explains how top brands have maintained a competitive edge, how rapid Internet-based networks are challenging the control of brand reputation, and how companies can safeguard marketing messages for maximum clarity, focus, and profit.

Generate faster, better results—using less capital and fewer resources! Toyota, Alcoa, Pratt & Whitney, and the U.S. Navy's Nuclear Power Program operate in vastly different worlds, but they have one thing in common. Each of these organizations generates constant, almost automatic operational self-improvements at rates faster, durations longer, and breadths wider than any of its competitors. Excellence in operational management is the single element separating industry leaders from all others. The High-Velocity Edge is a blueprint for fueling innovation and improvement at both the management and process level in your own company. It’s not magic, it’s not luck. It’s something that that can be taught, cultivated, practiced, and effectively applied to an organization. Spears explains how to: Build a system of “dynamic discovery” that reveals operational problems and weaknesses Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths Disseminate knowledge gained from solving local problems throughout the company as a whole Create managers invested in the process of continual innovation Apply the lessons of The High-Velocity Edge, and you will enjoy profitability, quality, efficiency, reliability, and agility unmatched by any of your rivals.

A fundamental issue for twenty-first century archaeologists is the need to better direct their efforts toward supporting rather than harming indigenous peoples. Collaborative indigenous archaeology has already begun to stress the importance of cooperative, community-based research; this book now offers an up-to-date assessment of how Native American and non-native archaeologists have jointly undertaken research that is not only politically aware and historically minded but fundamentally better as well. Eighteen contributors—many with tribal ties—cover the current state of collaborative indigenous archaeology in North America to show where the discipline is headed. Continent-wide cases, from the Northeast to the Southwest, demonstrate the situated nature of local practice alongside the global significance of further decolonizing archaeology. And by probing issues of indigenous participation with an eye toward method, theory, and pedagogy, many show how the archaeological field school can be retailored to address politics, ethics, and critical practice alongside traditional teaching and research methods. These chapters reflect the strong link between politics and research, showing what can be achieved when indigenous values, perspectives, and knowledge are placed at the center of the research process. They not only draw on experiences at specific field schools but also examine advances in indigenous cultural resource management and in training Native American and non-native students. Theoretically informed and practically grounded, Collaborating at the Trowel’s Edge is a virtual guide for rethinking field schools and is an essential volume for anyone involved in North American archaeology—professionals, students, tribal scholars, or avocationalists—as well as those working with indigenous peoples in other parts of the world. It both reflects the rapidly changing landscape of archaeology and charts new directions to ensure the ongoing vitality of the discipline.

Captain Perrin Shin, assigned to village Edge of the World, is out to do more than command the new fort. He’s determined to uncover the mystery of the Guarders: where they live, why they attack, and what they want. Suspiciously, none of their behavior has ever made sense. Mahrree Peto, a teacher in Edge, is also growing suspicious. Of the Administrators who promise to eradicate the Guarders, and of the arrogant captain they sent to protect Edge. It’s hard to know who to trust. The most powerful man in the world is also fascinated by trust, and precisely what it takes to destroy it. He’s looking for research subjects, and up in Edge a brash captain and a nosy teacher have caught his attention. Let the experiment begin. Part fantasy, part adventure, part humor, part romance, part mystery all equates to a wholly entertaining and unique family saga. Think you know who to trust? Think you know the color of the sky? Probably not . . .

In their startling new book, authors Brown and Eisenhardt contend that to prosper in today's fiercely competitive business environments, a new paradigm--competing on the edge--must be implemented as a new survival strategy. This book focuses on specific management dilemmas and illustrates solutions that work when the name of the game is change.