Colorado Springs, Colorado, has long profited from Pikes Peak and built an urban infrastructure to sustain that relationship. In Profiting from the Peak, geographer John Harner surveys the events and socioeconomic conditions that formed the city, analyzing the built landscape to offer insight into the origins of its urban forms and spatial layout, focusing particularly on historic downtown architecture and public spaces. He examines the cultural values that have come to define the city, showing how military and other institutions, tourism, political and economic conditions, cultural movements, key individual actors, and administrative policies have created a singular urban personality. Capital accumulation has been a defining theme of Colorado Springs from its very beginning, with enormous profits generated from regional industrialization, railroads, land sales, water appropriation, and extraction of coal and gold. These conditions and its setting in the Rocky Mountain West formed a libertarian-oriented, limited governance philosophy. This persistent prioritization of liberty at the heart of Colorado Springs’s identity, specifically the freedom to conduct business and generate profits in a relatively unconstrained setting, has directed the urban sprawl of the built landscape and molded the region’s political culture. Profiting from the Peak will be of interest to historical and urban geographers, historians of Colorado and the American West, and anyone seeking a deeper understanding of the cultural identity of Colorado Springs.

Profit from the Peak contains the information you need to successfully navigate the end of our oil-based economy. It takes a hard look at the future of oil and gas, examines how you can effectively invest in these resources, and profit from energy alternatives that are poised to power the years ahead. Along the way, this book also explores the potential, and possible limitations, of each major energy source, while carefully cover the investing angles of each one.

After fifteen years of rising to the pinnacle of the hospitality industry, Chip Conley's company was suddenly undercapitalized and overexposed in the post-dot.com, post-9/11 economy. For relief and inspiration, Conley, the CEO and founder of Joie de Vivre Hospitality, turned to psychologist Abraham Maslow's iconic Hierarchy of Needs. This book explores how Conley's company "the second largest boutique hotelier in the world" overcame the storm that hit the travel industry by applying Maslow's theory to what Conley identifies as the key Relationship Truths in business with Employees, Customers and Investors. Part memoir, part theory, and part application, the book tells of Joie de Vivre's remarkable transformation while providing real world examples from other companies and showing how readers can bring about similar changes in their work and personal lives. Conley explains how to understand the motivations of employees, customers, bosses, and investors, and use that understanding to foster better relationships and build an enduring and profitable corporate culture.

The book that inspired the movie Collapse. The world is running short of energy-especially cheap, easy-to-find oil. Shortages, along with resulting price increases, threaten industrialized civilization, the global economy, and our entire way of life. In Confronting Collapse, author Michael C. Ruppert, a former LAPD narcotics officer turned investigative journalist, details the intricate connections between money and energy, including the ways in which oil shortages and price spikes triggered the economic crash that began in September 2008. Given the 96 percent correlation between economic growth and greenhouse gas emissions and the unlikelihood of economic growth without a spike in energy use, Ruppert argues that we are not, in fact, on the verge of economic recovery, but on the verge of complete collapse. Ruppert's truth is not merely inconvenient. It is utterly devastating. But there is still hope. Ruppert outlines a 25-point plan of action, including the creation of a second strategic petroleum reserve for the use of state and local governments, the immediate implementation of a national Feed-in Tariff mandating that electric utilities pay 3 percent above market rates for all surplus electricity generated from renewable sources, a thorough assessment of soil conditions nationwide, and an emergency action plan for soil restoration and sustainable agriculture.

The book that turns our understanding of motivation on its head . . . and shows why most companies get it wrong. There are few people with more experience and accumulated wisdom about the inner workings of business and how people can work together more effectively than Jon Katzenbach. His groundbreaking research has resulted in several important books, including The Wisdom of Teams and Real Change Leaders. Over the past several years he has turned his attention to one of the perennial questions of leaders everywhere: How do I motivate my employees? Most everyone frets about how to devise schemes that will keep the troops revved up. Conventional wisdom—or at least the practice at most companies—often centers on money as the primary motivating force. Many also rely on intimidation, which like money generally has a short-term impact. But what Katzenbach has found in his research at many organizations is that both of these practices do little to build the long-term sustainability of an organization. For that you need a powerful force that has been—until this point—understood by few managers and implemented by fewer still: pride. From the front lines to the executive suite, most people are motivated by feelings of accomplishment, approval, and camaraderie. It’s why the best employees strive well beyond performance levels that will yield them higher pay and why most true professionals relentlessly avoid retirement. Why does Southwest Airlines consistently turn in the highest levels of performance and profitability of any company in the airline business? What can the U.S. Marines teach us about individual commitment that can be used in the for-profit world? How is General Motors overcoming its history of labor-management enmity through the efforts of “pride-builders” from both the union and the management side? By drawing on what he has learned from these and many other organizations, Jon Katzenbach provides a practical program for understanding the role of pride: • Money is not the motivator most people think it is: Katzenbach shows why pay-for-performance programs by themselves result in employees who focus on self-serving behavior and skin-deep organizational commitment. • Money tends to be a short-term motivational device and works best during times of growth, but pride works in bad times as well as good. • Cultivating pride is an investment that yields high returns on workforce performance over time and is not nearly as costly as relying solely on monetary compensation and the turnover risks that accompany a “show me the money” culture. Katzenbach shares unique insights and specifics about how the best mid-level pride-builders take advantage of the world’s greatest motivational force even in environments as challenging as General Motors and Aetna. He shows how managers at every level are missing a powerful lever if they are not instilling pride as a primary force for building their organization. Also available as an eBook.

Increasingly today, in every age group, consumers are committing to brands that show good citizenship--from fair employment practices, to social responsibility, to charitable giving. In fact, support of these generous and socially aware companies is so high that good works and charitable giving are necessary for companies that aspire for financial success. Do Good documents the sea of change that has impacted the twenty-first-century marketplace more than even the most optimistic of business forecasters, including examples such as: Toms grew into a $600 million company by giving away 35 million pair of shoes. Patagonia’s profits have climbed year after year even as it funnels heavy investments into sustainability. CVS’s strategic decision to start destocking cigarettes in all stores. Customers have shown with their wallets the types of businesses they will support and that they will quickly call out negligence. Buyers today demand more than half-hearted pledges from companies who are clearly just trying to show less profits and decrease their taxes. By implementing the five-step model for the new rules of business laid out in Do Good--Trust, Enrichment, Responsibility, Community, and Contribution--companies can take the necessary steps to embed social consciousness into their DNA, in turn capturing both markets and hearts.

Wealthy, powerful, and potentially dangerous, hedge-find managers have emerged as the stars of twenty-first century capitalism. Based on unprecedented access to the industry, More Money Than God provides the first authoritative history of hedge funds. This is the inside story of their origins in the 1960s and 1970s, their explosive battles with central banks in the 1980s and 1990s, and finally their role in the financial crisis of 2007-9. Hedge funds reward risk takers, so they tend to attract larger-than-life personalities. Jim Simons began life as a code-breaker and mathematician, co-authoring a paper on theoretical geometry that led to breakthroughs in string theory. Ken Griffin started out trading convertible bonds from his Harvard dorm room. Paul Tudor Jones happily declared that a 1929-style crash would be 'total rock-and-roll' for him. Michael Steinhardt was capable of reducing underlings to sobs. 'All I want to do is kill myself,' one said. 'Can I watch?' Steinhardt responded. A saga of riches and rich egos, this is also a history of discovery. Drawing on insights from mathematics, economics and psychology to crack the mysteries of the market, hedge funds have transformed the world, spawning new markets in exotic financial instruments and rewriting the rules of capitalism. And while major banks, brokers, home lenders, insurers and money market funds failed or were bailed out during the crisis of 2007-9, the hedge-fund industry survived the test, proving that money can be successfully managed without taxpayer safety nets. Anybody pondering fixes to the financial system could usefully start here: the future of finance lies in the history of hedge funds.

It’s an insidious disease that is crippling companies, destroying our economy, and crushing potential. It’s infecting the very roots of business performance, and it’s spreading fast. It isn’t the recession, market volatility, scandal, or greed. It’s entitlement. And it may be killing your business. In myriad ways, entitlement has been cultivated for decades. As a result, too many employees today believe that they are entitled to a paycheck simply because they show up. Brad Hams has proven that we are not doomed to a path of entitlement and dependence. After more than 15 years working with hundreds of companies, he knows that the vast majority of employees addicted to entitlement actually want to engage, want to contribute, and feel much better about themselves when they are in an environment that requires them to do so. Now, with Ownership Thinking, Hams shares his strategy that will increase your company’s productivity, employee retention, and profitability: The Right Education: Teach employees the fundamentals of business and finance, how their company makes money, and how they add—or take away—value. The Right Measures: Identify the organization’s Key Performance Indicators and teach employees to forecast results in an environment of high visibility and accountability. The Right Incentives: Create incentive plans that are self-funding and clearly align employees’ behavior to the organization’s business and financial objectives. Your employees will learn to think and act like owners and will become active participants in the financial performance of the business. They will gain the self-esteem that is only possible through achievement and will reap rewards that are in alignment with the success of their organization. Meanwhile, you will enjoy your role more, sleep better at night, and leave a legacy that is far more inspiring and significant than you dreamed possible. Praise for Ownership Thinking “You would have to read a dozen other books to even come close to Ownership Thinking—a systematic and practical process for getting your employees to give that extra effort and brain power we know they possess.” —Verne Harnish, CEO, Gazelles; author, Mastering the Rockefeller Habits “Brad Hams tells it like it truly is: transparency creates trust; trust creates engagement; engagement creates a healthy enterprise. This thoughtful and practical book shows you how to achieve all of these things and more.” —Chip Conley, founder and executive chair, Joie de Vivre; author, Peak “Comprehensive and marvelously clear, Ownership Thinking’s techniques for creating change are focused, direct, and motivating. This is a wise book, unusually useful, and I recommend it most highly.” —Judith M. Bardwick, Ph.D., author, Danger in the Comfort Zone and The Psychological Recession “Brad Hams is one of the most persuasive and creative thinkers I know. His book is a specific guide you can (and should) implement now.” —Corey Rosen, founder, National Center for Employee Ownership “Hams is masterful at outlining the engagement practices that inspire people to care and to be deeply vested in business results.” —Jim Haudan, CEO, Root Learning; author, The Art of Engagement “Hams’ book is like a candid conversation with a wise friend. . . . A ‘must read’ for any business leader wanting to create a culture of ownership.” —Dean Schroeder, author, Ideas Are Free

A practical guide to preparing for the next phase of the financial meltdown From the authors who were the first to predict Phase I of our current economic downturn-in their landmark 2006 book, America's Bubble Economy-comes their insightful sequel discussing their predictions for the next phase of the Bubble Economy. It may seem like the worst has come and gone, but it hasn't. With their proven track record of accurate predictions-which most financial professionals and economists missed-the authors explain how and why the next phase of the financial meltdown is about to hit. Things are not going back to how they were before. Instead, we are moving through uncharted territory, with new challenges and opportunities that few people can anticipate. Written in a straightforward and accessible style, Aftershock shows readers how to seek safety and profits in these dynamic economic conditions. Discusses how to protect assets, businesses, and jobs before and during the second wave of financial meltdown Provides clear and accurate advice on how to profit from the collapsing bubbles Offer focused guidance regarding real estate, which will continue to be a pressing concern for many The authors' first book was chosen by Kiplinger's as one of the 30 Best Business Books of 2006, and its accuracy has been hailed by Paul Farrell of Dow Jones MarketWatch when he said "America's Bubble Economy's Predictions, though ignored, were accurate." Don't miss out on these time tested author's proven advice for how to mange your money during the coming financial meltdown.