LEADERSHIP CAN BE anything one says it is—that is until a person or group has to do something complex with it. For the most part, leadership development remains an exercise of the abstract ostensibly possessed by the heroic or gifted few and disconnected from the multifaceted real-world challenges of everyday life. Throttle Up represents a departure from the traditional perspective in which leadership resides in the traits or behaviors of individuals in leadership roles. Instead, Throttle Up asserts that leadership in the 21st century is a practice to be learned-proving there is a difference between being a “leader” and “doing” leadership. The 21st-century world in which we live is filled with ambiguity, turbulence, rapid complex change, information overload, and the yearning of people to find meaning from the work they do. Therefore, leaders must be able to initiate and create an environment where people come to do their best work every day by melding diverse talent and individual abilities into collaborative, interdependent unified action. Most important, those involved in a leadership dynamic must increase their ability to do leadership together because in the 21st-century--LEADERSHIP IS WHAT PEOPLE DO TOGETHER! However, leaders of organizations are prone to repeat yesterday’s news because they are looking for leadership in the wrong place. Throttle Up explains how and why traditional leadership development initiatives are going nowhere fast. To accelerate a transition to 21st-century leadership practices, Throttle Up offers seven “how-to” methods to accelerate the impact of leadership training in organizations. These action-oriented 21st-century leadership practices include: • How to complete a strategic thinking session • How to initiate and establish a leadership network • How to create storybooks to accelerate culture shifts • How to use the four frames to create compelling communications to support a culture shift (Wax-On, Wax-Off) • What five questions to ask when selecting a 21st-century leadership impact program • How to apply the LeadSimm® Leadership Impact Simulation Method • How to create and implement a pull learning education and evaluation strategy designed to assess the training impact on the organization To bring leadership into the 21st century, Throttle Up presents a model that assures accelerated learning can shift an organization’s effectiveness in ways not found elsewhere.

Learn to flourish as a leader so that a mindset of growth, optimism, and positivity spreads to your employees and shows up in the customer experience. In the world of work, the single greatest asset of successful individuals, teams, and organizations is their mindset—what happens in between their ears. It’s not the corporate strategy, the sales compensation plan, or the market segments they’re pursuing. It is what each leader, team member, and employee chooses to focus on, believe, and create for themselves and others. 7 Principles of Transformational Leadership presents the fundamental concepts whose implementation will result in dramatic revenue, performance, and relationship growth. Specifically, leaders will learn to: Live their professional and personal lives with unbridled purpose and passion. Execute strategic priorities more effectively and with accelerated results. Retain the brightest and best talent. Have employees, key stakeholders, and managers enthusiastically follow them. Be exemplars of innovation, growth, and positive mindsets. Cascade excellence throughout their organizations. You may have employees with all the talent in the world, but you’ll never achieve remarkable results until you change your employees’ mindset. 7 Principles of Transformational Leadership will help you convert your human potential into accelerated business results.

“If you care about climate change, John Doerr’s new book, Speed & Scale, offers concrete steps that we can all take to make a difference.” - Barack Obama With clear-eyed realism and an engineer’s precision, Doerr lays out the practical actions, global ambitions, and economic investments we need to avert climate catastrophe. Guided by real-world solutions, Speed & Scale features unprecedented, firsthand accounts from climate leaders such as Laurene Powell Jobs, Christiana Figueres, Al Gore, Mary Barra, John Kerry, and dozens of other intrepid policymakers, innovators, and scientists. In Speed & Scale, Doerr presents a compelling 10-step plan to cut greenhouse gas emissions to net zero by 2050–the global goal we need to reach to ensure a livable Earth for generations to come. From electrifying our energy grid to fixing our global food supply chain to capturing carbon from the air, Speed & Scale contains practical solutions for policymakers and entrepreneurs alike. As the world confronts an urgent climate crisis, Doerr reminds us that it is also the greatest economic opportunity of our lifetimes. Whether you’re a climate scientist or someone striving to make a difference in your local community, this book will help you to activate the sustainable solutions the world urgently needs. Praise for Speed & Scale: “Everybody should get Speed & Scale by John Doerr.” - Meryl Streep “A practical guide for participation in decarbonizing the global economy, a task as challenging as it is urgent.” - Christiana Figueres

Provides a comprehensive survey of the key events and personalities of this period.

This book retains the accessibility of the previous editions while incorporating the latest research findings, and updated organizational applications of the principles of I-O psychology. The scientist-practitioner model continues to be used as the philosophical cornerstone of the textbook. The writing continues to be topical, readable, and interesting. Furthermore, the text includes additional consideration of technological change and the concomitant change in the reality of work, as well as keeps and reinforces the systems approach whenever possible, stressing the interplay among different I-O psychology variables and constructs.

New York magazine was born in 1968 after a run as an insert of the New York Herald Tribune and quickly made a place for itself as the trusted resource for readers across the country. With award-winning writing and photography covering everything from politics and food to theater and fashion, the magazine's consistent mission has been to reflect back to its audience the energy and excitement of the city itself, while celebrating New York as both a place and an idea.

This is a sweeping narrative of American domestic public policy—its triumphs, struggles, and failures over the past 120 years. In a larger sense, it is a reflection on how the United States has grown and matured, faced challenges and opportunities, and how its federal leaders and policymakers have responded or failed to confront pressing problems. Moreover, American Public Policy addresses the hurdles and challenges that still lie ahead. Four critical questions are posed and answered. First, what were the most significant adversities endured by the American people? Second, what were the landmark domestic policies crafted by the president, enacted by Congress, or issued in Supreme Court decisions? Third, what did they fail to do? Finally, how well have federal policymakers met the key challenges facing America: income inequality, racism, financial crises, terrorist attacks, climate change, gun violence, and other pressures? And what do we still need to do? This book reaches out to students of public policy, American government, US history, and contemporary affairs, as well as to citizens, journalists, and policy practitioners.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

Based on a 15-year successful approach to teaching aircraft flight mechanics at the US Air Force Academy, this text explains the concepts and derivations of equations for aircraft flight mechanics. It covers aircraft performance, static stability, aircraft dynamics stability and feedback control.