William N. Thorndike, Jr
What makes a successful CEO? Most people call to mind a familiar definition: “a seasoned manager with deep industry expertise." Others might point to the qualities of today's so-called celebrity CEOs—charisma, virtuoso communication skills, and a confident management style. But what really matters when you run an organization? What is the hallmark of exceptional CEO performance? Quite simply, it is the returns for the shareholders of that company over the long term. In this refreshing, counterintuitive book, author Will Thorndike brings to bear the analytical wisdom of a successful career in investing, closely evaluating the performance of companies and their leaders. You will meet eight individualistic CEOs whose firms' average returns outperformed the S&P 500 by a factor of twenty—in other words, an investment of $10,000 with each of these CEOs, on average, would have been worth over $1.5 million twenty-five years later. You may not know all their names, but you will recognize their companies: General Cinema, Ralston Purina, The Washington Post Company, Berkshire Hathaway, General Dynamics, Capital Cities Broadcasting, TCI, and Teledyne. In The Outsiders, you'll learn the traits and methods—striking for their consistency and relentless rationality—that helped these unique leaders achieve such exceptional performance.
Andrew Ross Sorkin
Presents a moment-by-moment account of the recent financial collapse that documents state efforts to prevent an economic disaster, offering insight into the pivotal consequences of decisions made throughout the past decade.
Audiobook always available on Hoopla.
Nassim Nicholas Taleb
"A black swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was. The astonishing success of Google was a black swan; so was 9/11. For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives. Why do we not acknowledge the phenomenon of black swans until after they occur? Part of the answer, according to Taleb, is that humans are hardwired to learn specifics when they should be focused on generalities. We concentrate on things we already know and time and time again fail to take into consideration what we don't know. We are, therefore, unable to truly estimate opportunities, too vulnerable to the impulse to simplify, narrate, and categorize, and not open enough to rewarding those who can imagine the 'impossible.' For years, Taleb has studied how we fool ourselves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. Now, in this revelatory book, Taleb explains everything we know about what we don't know. He offers surprisingly simple tricks for dealing with black swans and benefiting from them."--Jacket.
Sun Tzu ; a new translation by Michael Nylan
"For the first time in any modern language, a female scholar and translator reimagines The Art of War. Sun Tzu's ancient book of strategy and psychology has as much to tell us today as when it was first written 2,500 years ago. In a world forever at odds, his rules for anticipating the motivations and strategies of our competitors never cease to inspire leaders of all kinds. Michael Nylan, in her provocative introduction, sees new and unexpected lessons to be learned from The Art of War- in business ventures, relationships, games of skill, academic careers, and medical practices. Strategy, like conflict, is woven into society's very roots. Nylan's crisp translation "offers a masterly new evaluation of this classic work, which balances the overtly military content with a profound and thought- provoking analysis" (Oliva Milburn). Readers newly engaging with ancient Chinese culture will be inspired by Nylan's authoritative voice. She proves that Sun Tzu is more relevant than ever, helping us navigate the conflicts we know and those we have yet to endure"-- Provided by publisher.
Based on twelve years of research, thought leader Dr. Brené Brown argues that vulnerability is not weakness, but rather our clearest path to courage, engagement, and meaningful connection.
As co-founder and editor in chief of the Huffington Post Media Group, this is the author's case for the need to redefine what it means to be successful in today's world. Our relentless pursuit of the two traditional metrics of success, money and power, has led to an epidemic of burnout and stress-related illnesses, and an erosion in the quality of our relationships, family life, and, ironically, our careers. In a commencement address she gave at Smith College in the spring of 2013, she likened our drive for money and power to two legs of a three-legged stool. They may hold us up temporarily, but sooner or later we are going to topple over. We need a third leg, a third metric for defining success, to truly thrive. That third metric, she writes, includes our well-being, our ability to draw on our intuition and inner wisdom, our sense of wonder, and our capacity for compassion and giving. Drawing on the latest groundbreaking research and scientific findings in the fields of psychology, sports, sleep, and physiology that show the profound and transformative effects of meditation, mindfulness, unplugging, and giving, she shows us the way to a revolution in our culture, our thinking, our workplace, and our lives. -- From book jacket.
James C. Collins, Jerry I. Porras
Presenting new insight into such companies as 3M, Walt Disney, and General Electric, a study on what makes companies successful examines their flexibility, ideology, and strong purpose.
Built to Last showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The findings of the Good to Great study include: the research team was shocked to discover the type of leadership required to achieve greatness; to go from good to great requires transcending the curse of competence; when you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results; good-to-great companies think differently about the role of technology; and those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
Audiobook available from the Alaska Digital Library.
Stephen R. Covey
A leading management consultant outlines seven organizational rules for improving effectiveness and increasing productivity at work and at home.
In "Lean In", Sheryl Sandberg -- Facebook COO and one of "Fortune" magazine's most powerful women in business -- looks at what women can do to help themselves, and make the small changes in their life that can effect change on a more universal scale. She draws on her own experiences working in some of the world's most successful businesses, as well as academic research, to find practical answers to the problems facing women in the workplace.
by Napoleon Hill
W. Chan Kim, Renée Mauborgne
In a book that challenges everything you thought you knew about the requirements for strategic success, Kim and Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves spanning more than a hundred years and 30 industries, the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans"--Untapped new market spaces ripe for growth. Such strategic moves--which the authors call "value innovation"--create powerful leaps in value that often render rivals obsolete for more than a decade. Blue Ocean Strategy presents a systematic approach to making the competition irrelevant.--From publisher description.
This kit is designed to help you understand basic financial literacy and to look at what your income, bills, investment, and retirement options are. Use these books and library and finance informational group resource sheets to better understand what options are available for all levels of investing. The included USB drive has guide to help teach about email uses and online file drives like Google Drive or Microsoft OneDrive. Keep your notes and files in the included notebook and USB drive for future use. Title on CD container: It's easy to be rich-- if you have a strong financial education. Ages 14 and up.
From Wall Street to Main Street, John Brooks, longtime contributor to the New Yorker, brings to life in vivid fashion twelve classic and timeless tales of corporate and financial life in America. What do the $350 million Ford Motor Company disaster known as the Edsel, the fast and incredible rise of Xerox, and the unbelievable scandals at General Electric and Texas Gulf Sulphur have in common? Each is an example of how an iconic company was defined by a particular moment of fame or notoriety; these notable and fascinating accounts are as relevant today to understanding the intricacies of corporate life as they were when the events happened. Stories about Wall Street are infused with drama and adventure and reveal the machinations and volatile nature of the world of finance. John Brooks's insightful reportage is so full of personality and critical detail that whether he is looking at the astounding market crash of 1962, the collapse of a well-known brokerage firm, or the bold attempt by American bankers to save the British pound, one gets the sense that history repeats itself. Five additional stories on equally fascinating subjects round out this wonderful collection that will both entertain and inform readers ... Business Adventures is truly financial journalism at its liveliest and best.
Ebook from the Alaska Digital Library.
Ebook always available on Hoopla.
Hans Rosling, with Ola Rosling and Anna Rosling Rönnlund
When asked simple questions about global trends -- what percentage of the world's population live in poverty; why the world's population is increasing; how many girls finish school -- we systematically get the answers wrong. So wrong that a chimpanzee choosing answers at random will consistently outguess teachers, journalists, Nobel laureates, and investment bankers. Professor and TED presenter Hans Rosling, together with his two long-time collaborators, Anna and Ola, offers a radical explanation of why this happens. They reveal the ten instincts that distort our perspective, from our tendency to divide the world into two camps (usually some version of us and them) to the way we consume media (where fear rules) to how we perceive progress (believing that most things are getting worse). Our problem is that we don't know what we don't know, and even our guesses are informed by unconscious and predictable biases. It turns out that the world, for all its imperfections, is in a much better state than we might think. That doesn't mean there aren't real concerns. But when we worry about everything all the time instead of embracing a worldview based on facts, we can lose our ability to focus on the things that threaten us most.
Ebook available from the Alaska Digital Library