Great companies don’t just depend on strategies—they depend on people. The more great people on your team, the more successful your organization will be. But that’s easier said than done. Statistically, half of all employment decisions result in a mishire: The wrong person winds up in the wrong job. But companies that have followed Bradford Smart’s advice in Topgrading have boosted their successful hiring rate to 90 percent or better, giving them an unbeatable competitive advantage. Now Smart has fully revised his 1999 management classic to reintroduce the topgrading concept, which works for companies large and small in any industry. The author spells out his practical approach to finding and managing A-level talent—as well as coaching B players to turn them into A players. He provides intriguing case studies drawn from more than four thousand in-depth interviews. As Smart writes in his introduction, “All organizations, all businesses live or die mostly on their talent, and any manager who fails to topgrade is nuts, or a C player. . . . Those who, way deep down, would sooner see an organization die than nudge an incompetent person out of a job should not read this book... Topgrading is for A players and all those aspiring to be A players.” On the web: http://www.topgrading.com/

Without trust, people and businesses fail. Trusted Leader provides a framework for building trust so that you and your organizations can perform at your best. “A lack of trust is your biggest expense,” says Wall Street Journal bestselling author David Horsager. Without trust, transactions cannot occur. Without trust, influence is destroyed. Without trust, leaders lose their people. Trust can be either your most vulnerable weakness or your greatest asset. Horsager introduces readers to his Eight Pillars of Trust through the journey of a senior leader who thought success was certain. Follow CEO Ethan Parker as he discovers the power of trust and how to apply it amid the complexities of leadership, change, and culture transformation. The Eight Pillars of Trust (Clarity, Compassion, Character, Competency, Commitment, Connection, Contribution, and Consistency) are based on Horsager's original research and extensive experience working with Fortune 500 companies and top government agencies around the globe. In addition to the business parable, this book is rich in practical advice for implementing each of the Eight Pillars. You will learn strategies to increase alignment, overcome attrition, and get absolutely clear on executing your top priorities. Horsager offers a road map for how to become the most trusted expert in your industry.

Excel at editing! The editor's job encompasses much more than correcting commas and catching typos. Your chief mission is to help writers communicate effectively--which is no small feat. Whether you edit books, magazines, newspapers, or online publications, your ability to develop clear, concise, and focused writing is the key to your success. The Editor's Companion is an invaluable guide to honing your editing skills. You'll learn about editing for: • CONTENT: Analyze and develop writing that is appealing and appropriate for the intended audience. • FOCUS: Ensure strong beginnings and satisfying endings, and stick with one subject at a time. • PRECISE LANGUAGE: Choose the right words, the right voice, and the right tense for every piece. • GRAMMAR: Recognize common mistakes in punctuation, parts of speech, and sentence structure--and learn how to avoid them. You'll also find valuable editing resources and checklists, advice on editorial relationships and workflow, and real-life samples of editing with explanations of what was changed and why. The Editor's Companion provides the tools you need to pursue high quality in editing, writing, and publishing--every piece, every time.

Has your company struggled to roll EOS out to all levels of your organization? Do your employees understand why EOS is important or even what it is? What the Heck is EOS? is for the millions of employees in companies running their businesses on EOS (Entrepreneurial Operating System). An easy and fast read, this book answers the questions many employees have about EOS and their company: • What is an operating system? • What is EOS and why is my company using it? • What are the EOS foundational tools and how do they impact me? • What's in it for me? Designed to engage employees in the EOS process and tools, What the Heck is EOS? uses simple, straightforward language and provides questions about each tool for managers and employees to discuss creating more ownership and buy-in at the staff level. After reading this book, employees will not only have a better understanding of EOS but they will be more engaged, taking an active role in helping achieve your company's vision.

Kevin Harrington, one of the original "sharks" of the TV hit Shark Tank, and serial entrepreneur Mark Timm take you on a journey that radically redefines what it means to truly succeed--at work, at home, and in every area of life. On one of the best days of his life as an entrepreneur, Mark Timm found himself sitting in his car at the end of his driveway. In just a minute he would go into the house and greet his wife and children. But as he basked in the success he'd just had, he also had to face a surprising realization: he didn't really want to go home. Mark knew that once he stepped into the happy chaos of his family, the euphoria of the day would evaporate. His work life and his home life might as well have been two different worlds. And at that moment, he acknowledged--as he puts it--that "my businesses were getting my first and my best, while my family got my last and my least." Mentor to Millions charts Mark's journey from that pivotal moment to a whole new understanding of how work, life, and relationships can coexist and thrive together. His guide through this journey: his accomplished mentor, Kevin Harrington, one of the original "sharks" from Shark Tank, who shares amazing stories and imparts invaluable wisdom about how to win in business and in every area of life. This deeply personal, easy-to-follow book invites you to join Mark and Kevin on the journey. Every page pulls back the curtain on entrepreneurship at the highest level, revealing priceless business lessons--which lead to the biggest lesson of all: combining the best of business, family, and personal life. If you're succeeding in business, struggling, or just starting out, and want your life at home to be what you've always dreamed it can be, this is the lesson you need to learn: the most valuable business you'll ever own, work for, or be a part of isn't the business you go to every day, it's the one you go home to.

How to design a world in which we rely less on stuff, and more on people. We're filling up the world with technology and devices, but we've lost sight of an important question: What is this stuff for? What value does it add to our lives? So asks author John Thackara in his new book, In the Bubble: Designing for a Complex World. These are tough questions for the pushers of technology to answer. Our economic system is centered on technology, so it would be no small matter if "tech" ceased to be an end-in-itself in our daily lives. Technology is not going to go away, but the time to discuss the end it will serve is before we deploy it, not after. We need to ask what purpose will be served by the broadband communications, smart materials, wearable computing, and connected appliances that we're unleashing upon the world. We need to ask what impact all this stuff will have on our daily lives. Who will look after it, and how? In the Bubble is about a world based less on stuff and more on people. Thackara describes a transformation that is taking place now—not in a remote science fiction future; it's not about, as he puts it, "the schlock of the new" but about radical innovation already emerging in daily life. We are regaining respect for what people can do that technology can't. In the Bubble describes services designed to help people carry out daily activities in new ways. Many of these services involve technology—ranging from body implants to wide-bodied jets. But objects and systems play a supporting role in a people-centered world. The design focus is on services, not things. And new principles—above all, lightness—inform the way these services are designed and used. At the heart of In the Bubble is a belief, informed by a wealth of real-world examples, that ethics and responsibility can inform design decisions without impeding social and technical innovation.

"How ceremonies can be used to build relationships, relieve tension, level the hierarchy, create excitement, transform losses into gains, and provide access to life's deeper lessons."--Cover.

In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today's rapidly evolving workplace. The world of work has changed dramatically, says Lawler. Organizations now operate in a global environment. New technologies continue to disrupt how, when, and where work is done and should be managed. The workforce is becoming more diverse. Sustainability has joined profitability as a key business goal. All of this has dramatically accelerated the pace of change, making recruiting the best talent—not simply filling positions—an overriding concern. But too many organizations still use a job-based, bureaucratic talent management approach that doesn't take into account how the world has changed. Indeed, a recent study showed that from 1995 to 2016, there was no significant change in the way HR spends its time. Lawler says that talent management has to be reinvented. It needs to be closely linked to the organization's overall strategy. Recruitment and talent management should be driven by the skills and competencies the organization needs for long-term growth. This means talent management requires agile systems that can respond quickly to changing conditions and that take a more individualized approach to evaluating and rewarding performance. And everything talent management does has to be based on evidence, not tradition. Lawler looks at attracting, selecting, developing, rewarding, managing, and organizing talent through this new lens. In today's world, organizations have to constantly reinvent themselves—and talent management must do the same.

How Wall Street, Chinese billionaires, oil sheiks, and agribusiness are buying up huge tracts of land in a hungry, crowded world. An unprecedented land grab is taking place around the world. Fearing future food shortages or eager to profit from them, the world’s wealthiest and most acquisitive countries, corporations, and individuals have been buying and leasing vast tracts of land around the world. The scale is astounding: parcels the size of small countries are being gobbled up across the plains of Africa, the paddy fields of Southeast Asia, the jungles of South America, and the prairies of Eastern Europe. Veteran science writer Fred Pearce spent a year circling the globe to find out who was doing the buying, whose land was being taken over, and what the effect of these massive land deals seems to be. The Land Grabbers is a first-of-its-kind exposé that reveals the scale and the human costs of the land grab, one of the most profound ethical, environmental, and economic issues facing the globalized world in the twenty-first century. The corporations, speculators, and governments scooping up land cheap in the developing world claim that industrial-scale farming will help local economies. But Pearce’s research reveals a far more troubling reality. While some mega-farms are ethically run, all too often poor farmers and cattle herders are evicted from ancestral lands or cut off from water sources. The good jobs promised by foreign capitalists and home governments alike fail to materialize. Hungry nations are being forced to export their food to the wealthy, and corporate potentates run fiefdoms oblivious to the country beyond their fences. Pearce’s story is populated with larger-than-life characters, from financier George Soros and industry tycoon Richard Branson, to Gulf state sheikhs, Russian oligarchs, British barons, and Burmese generals. We discover why Goldman Sachs is buying up the Chinese poultry industry, what Lord Rothschild and a legendary 1970s asset-stripper are doing in the backwoods of Brazil, and what plans a Saudi oil billionaire has for Ethiopia. Along the way, Pearce introduces us to the people who actually live on, and live off of, the supposedly “empty” land that is being grabbed, from Cambodian peasants, victimized first by the Khmer Rouge and now by crony capitalism, to African pastoralists confined to ever-smaller tracts. Over the next few decades, land grabbing may matter more, to more of the planet’s people, than even climate change. It will affect who eats and who does not, who gets richer and who gets poorer, and whether agrarian societies can exist outside corporate control. It is the new battle over who owns the planet.

In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to • avoid common “voodoo hiring” methods • define the outcomes you seek • generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople • ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate • attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.