Being Direct describes in vivid detail Leste r Wunderman''s discovery of the revolutionary advertising age ncy. It is essential reading for any business owner today lo oking for advertising stratgies that work. '

Building a business requires more than just a good product and talented people; it requires you to take a hard look at how you show up as a leader. Open, Honest, and Direct helps you dive into the heart of your business and your people, identifying changes you can make to transform the way you and your managers lead. Part business book, part personal-development guide, this is a how-to full of practical ways to not only build and lead a high-performance team but also bring out the best in your people. Being a successful manager is less about staying constantly on top of your team and more about providing clarity and context for people. Levy’s method for creating open, honest, and direct leaders within an organization provides you with tactical tools you can put to use right away. This is a toolkit for designing a culture that supports employee performance and future-proofs your business. Many managers are promoted because they are great at what they do, but that doesn’t necessarily translate into their ability to manage a team and get the most out of their people. In today’s business environment where the competition for top talent is intense, it’s integral to not only keep your top talent but also be able to coach all of your people and unlock their full potential. Open, Honest, and Direct is a field guide and powerful movement for leading that will give your organization the competitive edge it needs.

"At last. At last this very important book has been written... It will empower legions of women to step into their greatness.' ELIZABETH GILBERT, author of EAT, PRAY, LOVE 'One of the most important books in my life. If you want to achieve anything, or simply be less stressed, this book will help you do it. In it you will find your voice, your ability, your self-confidence and perhaps even your mission in life. Buy it. Pass it on.' SHIRLEY CONRAN The groundbreaking book that gives every woman the practical skills they need to begin PLAYING BIG. Five years ago, Tara Mohr began to see a pattern in her work as an expert in leadership: women with tremendous talent, ideas and aspiration were not recognising their own brilliance. They felt that they were playing small' in their lives and careers and wanted to play bigger', but didn't know how. And so Tara devised a step-by-step programme for playing big from the inside out: this book is the result. Many women are aware of the changes they need to make to be more successful, but they don't know how to become that more confident woman they'd like to be. Playing Big provides real, practical to

#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

An examination of the two most radical dissociation syndromes of the human pain experience—pain without painfulness and painfulness without pain—and what they reveal about the complex nature of pain and its sensory, cognitive, and behavioral components. In Feeling Pain and Being in Pain, Nikola Grahek examines two of the most radical dissociation syndromes to be found in human pain experience: pain without painfulness and painfulness without pain. Grahek shows that these two syndromes—the complete dissociation of the sensory dimension of pain from its affective, cognitive, and behavioral components, and its opposite, the dissociation of pain's affective components from its sensory-discriminative components (inconceivable to most of us but documented by ample clinical evidence)—have much to teach us about the true nature and structure of human pain experience. Grahek explains the crucial distinction between feeling pain and being in pain, defending it on both conceptual and empirical grounds. He argues that the two dissociative syndromes reveal the complexity of the human pain experience: its major components, the role they play in overall pain experience, the way they work together, and the basic neural structures and mechanisms that subserve them. Feeling Pain and Being in Pain does not offer another philosophical theory of pain that conclusively supports or definitively refutes either subjectivist or objectivist assumptions in the philosophy of mind. Instead, Grahek calls for a less doctrinaire and more balanced approach to the study of mind–brain phenomena.

Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success.