#3 New York Times Advice/How-To Bestseller #7 Wall Street Journal Nonfiction Bestseller "This book is game changing in a way I have never seen in a business book. I learned about myself and gained new insights into the work I've been doing for thirty years. It is a spectacular read." – John Riccitiello, CEO, Electronic Arts This is not a management book. This is a book for managers. Ever have the feeling that no matter how rewarding your job is that there's an entirely different level of success and fulfillment available to you? Lingering in the mist, just out of reach… There is, and Stan Slap is going to help you get it. You hold in your hands the book that entirely redraws the potential of being a manager. It will show you how to gain the one competency most critical to achieving business impact, but it won't stop there. This book will put a whole new level of meaning into your job description. You will never really work for your company until your company really works for you. Bury My Heart at Conference Room B is about igniting the massive power of any manager's emotional commitment to his or her company-worth more than financial, intellectual and physical commitment combined. Sometimes companies get this from their managers in the early garage days or in times of tremendous gain, but it's almost unheard of to get it on a sustained, self-reinforced basis. Of course your company is only going to get it if you're willing to give it. Slap proves that emotional commitment comes from the ability to live your deepest personal values at work and then provides a remarkable process that allows you to use your own values to achieve tremendous success. This is not soft stuff; it is the stuff of hard-core results. Bury My Heart at Conference Room B is the highest-rated management development solution at a number of the world's highest-rated companies—companies that don't include "patience" on their list of corporate values. It has been exhaustively researched and bench tested with tens of thousands of real managers in more than seventy countries. You'll hear directly from managers about how this legendary method has transformed their careers and their lives. As Big as It Gets Stan Slap is doing nothing less than making the business case for a manager's humanity-for every manager and the companies that depend on them. Bury My Heart at Conference Room B gives managers the urgency to change their world and the energy to do it. It will stir the soul, race the heart, and throb the foot used for acceleration. Buckle Up. We're Going Off-Road. Slap is smart, provocative, wickedly funny and heartfelt. He fearlessly takes on some of the most cherished myths of management for the illogic they are and celebrates the experience of being a manager in all of its potential and potential weirdness. And he talks to managers like they really talk to themselves.

You can't sell it outside if you can't sell it inside. You want maximum business performance? Look under the hood and you’ll find your employee culture: it is the power that drives the enterprise engine. To harness that rumbling power you’ve got to solve the mystery of what an employee culture actually is, how it operates and how to move it forward. These are the keys that this book will put right in your hands. Renowned business culture expert Stan Slap knows the difference between understanding your employees and understanding your employee culture. The distinction isn’t semantics; it’s the key to whether your strategies will succeed or fail. This myth-busting book reveals why an employee culture is an independent organism with its own rules, beliefs, and motivations—and the power to make or break any management plan (and any manager right along with it). Slap shows you how to get whatever you want from your employee culture, whether it’s improved accountability, innovation, flexibility, resilience, energy, loyalty, or trust. Along the way he solves mysteries that have puzzled managers since the first Mesopotamian farmer hired some help, including: Why does an employee culture really resist change? What does it care about more than money? Why does it respond to leadership differently than to management? How does it talk to itself, and what does it mean when it won’t talk to you? Why are company values the most dangerous threat to gaining its trust? If you have a wonderful employee culture, this book will help you scale it. If you have a troubled employee culture, this book will help you fix it. If you have an employee culture under pressure, this book will help you ease it. If you have a new employee culture, this book will help you shape it. And if you are investing in a company, this book will help you protect your greatest purchasable asset. Under the Hood is informed by immaculate research, including surveys of more than 15,000 employees from companies the world over. It’s packed with original tactics that have driven performance for many organizations and countless managers. And it includes jaw-dropping inside stories of employee cultures from the likes of Samsung, Oracle, Progressive, CNN during wartime, Paul McCartney’s band, and the Super Bowl film crew. It’s all delivered in classic Stan Slap style: profound and provocative, heartfelt and often hysterical. This is not simply a management book; it is the business case for humanity. Management advice doesn’t get realer or more important than this.

This book is unlike any other management book on the market. In a crowded market place full of well-intentioned books with advice and guidance on how to be a better leader, The Terrible Leader goes completely against the grain.

In these inspiring essays about why we read, Proust explores all the pleasures and trials that we take from books, as well as explaining the beauty of Ruskin and his work, and the joys of losing yourself in literature as a child. Throughout history, some books have changed the world. They have transformed the way we see ourselves – and each other. They have inspired debate, dissent, war and revolution. They have enlightened, outraged, provoked and comforted. They have enriched lives – and destroyed them. Now Penguin brings you the works of the great thinkers, pioneers, radicals and visionaries whose ideas shook civilization and helped make us who we are.

Julie’s having a very bad day. She’s a new manager, and her top performer has resigned to escape her, and her own manager is looking on with a skeptical eye. . . . This is the story of her turnaround. Being a first-time manager is a tough job. If you were Julie, what would you do? Wouldn’t anyone, given the choice of taking on a leadership role (with a raise), or staying put, have done the same? But no one prepared her for developing co-workers, her former peers, while producing as before and leading the team. Now she’s in over her head. Author Katy Tynan understands. In her new book, How Did I Not See This Coming? A Manager’s Guide to Avoiding Total Disaster, Tynan unlocks the truths about management, showing that first-time managers are basically on a journey without a map. It’s not that employers aren’t investing in their new managers, she says, or that the people in leadership don’t care, but they are no longer close to the raw experience of being a new manager. What’s more, most management books are written by experts who lack the memory of first-time failure. In How Did I Not See This Coming?, Tynan tells the fictional story of Julie, a onetime star producer, to illustrate how a new manager can successfully make the shift from a role without leadership responsibilities to one with them. Along the way, Tynan offers the five basic truths about management—starting with recognizing team values and strengths—truths that can be learned by anyone. You, too, can be the manager everyone’s talking about—in a good way—because you’re the one who figured it out.

Law and justice are not always one and the same. On the 27 November 1980, Peter Pringle waited in an Irish court to hear the following words: 'Peter Pringle, for the crime of capital murder ... the law prescribes only one penalty, and that penalty is death.' The problem was that Peter did not commit this crime. Facing a sentence of death by hanging, Peter sought the inner strength and determination to survive. When his sentence was changed to forty years without remission he set out to prove his innocence. Fifteen years later, he is finally a free man. This is his story.

The classic erotic memoir of an intense and haunting relationship that spawned the film. This is a love story so unusual, so passionate, and so extreme in its psychology and sexuality that it takes the reader’s breath away. Unlike The Story of O, Nine and a Half Weeks is not a novel or fantasy; it is a true account of an episode in the life of a real woman. Elizabeth McNeill was an executive for a large corporation when she began an affair with a man she met casually. From the beginning, their sexual excitement escalates through domination and humiliation. As the affair progresses, woman and man play out ever more dangerous and more elaborate sado-masochistic variations. By the end, she has relinquished all control over her body and mind. With a cool detachment that makes the experiences and sensations she describes all the more frightening in their intensity, Elizabeth McNeill beautifully unfolds her story and invites you to experience the mesmerizing, electrifying, and unforgettablly private world of Nine and a Half Weeks.