Most of us want to make a difference. We donate our time and money to charities and causes we deem worthy, choose careers we consider meaningful, and patronize businesses and buy products we believe make the world a better place. Unfortunately, we often base these decisions on assumptions and emotions rather than facts. As a result, even our best intentions often lead to ineffective—and sometimes downright harmful—outcomes. How can we do better? While a researcher at Oxford, trying to figure out which career would allow him to have the greatest impact, William MacAskill confronted this problem head on. He discovered that much of the potential for change was being squandered by lack of information, bad data, and our own prejudice. As an antidote, he and his colleagues developed effective altruism, a practical, data-driven approach that allows each of us to make a tremendous difference regardless of our resources. Effective altruists believe that it’s not enough to simply do good; we must do good better. At the core of this philosophy are five key questions that help guide our altruistic decisions: How many people benefit, and by how much? Is this the most effective thing I can do? Is this area neglected? What would have happened otherwise? What are the chances of success, and how good would success be? By applying these questions to real-life scenarios, MacAskill shows how many of our assumptions about doing good are misguided. For instance, he argues one can potentially save more lives by becoming a plastic surgeon rather than a heart surgeon; measuring overhead costs is an inaccurate gauge of a charity’s effectiveness; and, it generally doesn’t make sense for individuals to donate to disaster relief. MacAskill urges us to think differently, set aside biases, and use evidence and careful reasoning rather than act on impulse. When we do this—when we apply the head and the heart to each of our altruistic endeavors—we find that each of us has the power to do an astonishing amount of good.

Get ready to question everything you’ve been told about charity, and to find out how you can truly succeed at making the world a better place. Many of us donate to charitable causes, and millions more work or volunteer for non-profit organizations. Yet virtually none of us have been taught what it means to succeed at doing good, let alone how to do so. In short, we’ve never been encouraged to treat charity with the seriousness and rigor it deserves. How to be Great at Doing Good is a complacency-shattering guidebook for anyone who wants to actually change the world, whether as a donor, a volunteer, or a non-profit staffer. Drawing on eye-opening studies in psychology and human behavior, surprising interviews with philanthropy professionals, and the author’s fifteen years of experience founding and managing top-rated non-profits, this book is an essential read for anyone who wants to do more good with their time and money. Find out how Bill Gates and a team of MIT grads are saving thousands of lives by applying business principles to charity work – and how we can too Peer inside our brains as we donate, and discover how the same chemical forces that make us crave junk food and sex can steer us toward bad charity decisions See why following our passion and doing what we’re good at can actually doom our efforts to improve the world Learn how two seemingly identical charities can have jaw-dropping differences in impact, and find out how to pick the best one when donating Sure to generate controversy among non-profits and philanthropists who prefer business as usual, How to be Great at Doing Good reveals that a more calculated, effective approach to charity work isn’t just possible – it’s absolutely necessary for those who want to succeed at changing the world.

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study 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? The Standards 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 Comparisons 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 The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

From migrant workers and media freedom to housing slums, this book captures the gamut of social issues that plague Asia, telling the stories behind thirteen committed individuals who have effected great change in their respective causes. These stories are about the behemoths such as Dharma Master Cheng Yen from Taiwan and Sir Fazle Hasan Abed from Bangladesh who lead some of the world’s largest nongovernmental organisations; to Aki Ra from Cambodia and Sompop Jakantra from Thailand whose smaller teams have saved hundreds of lives from landmines and prostitution respectively. The social heroes portrayed have pursued seemingly quotidian causes that citizens of developed countries may take for granted, such as toilets in India, decent housing for the poor in Hong Kong, and mainly making life better for those whom society appears to have forgotten. Reader Reviews: “The people working to address social issues are not always as well-documented as the issues themselves…it is important to bring an awareness of them into the mainstream media. It’s easy to become overwhelmed by societal injustice, but these stories show that even when you can’t count on your government to protect your rights, individuals working in social justice can make positive change.” – Camille Neale, AWARE “This book is an excellent snapshot of 12 Asian countries and their circumstances and challenges.” – Cheong Suk-Wai, The Straits Times

No one was more surprised than Andrew Klavan when, at the age of fifty, he found himself about to be baptized. The Great Good Thing tells the soul-searching story of a man born into an age of disbelief who had to abandon everything he thought he knew in order to find his way to the truth. Best known for his hard-boiled, white-knuckle thrillers and for the movies made from them--among them True Crime and Don’t Say a Word--bestselling author and Edgar Award-winner Klavan was born in a suburban Jewish enclave outside New York City. He left the faith of his childhood behind to live most of his life as an agnostic until he found himself mulling over the hard questions that so many other believers have asked: How can I be certain in my faith? What's the truth, and how can I know it's the truth? How can you think, live, and make choices and judgments day by day if you don't know for sure? In The Great Good Thing, Klavan shares that his troubled childhood caused him to live inside the stories in his head and grow up to become an alienated young writer whose disconnection and rage devolved into depression and suicidal breakdown. In those years, Klavan fought to ignore the insistent call of God, a call glimpsed in a childhood Christmas at the home of a beloved babysitter, in a transcendent moment at his daughter's birth, and in a snippet of a baseball game broadcast that moved him from the brink of suicide. But more than anything, the call of God existed in stories--the stories Klavan loved to read and the stories he loved to write. Join Klavan as he discovers the meaning of belief, the importance of asking tough questions, and the power of sharing your story.

Bestselling author Ingram shows how Christians can honor God with lives of great faith and excellent work. Using Scripture, personal stories, and examples from Christians who have left a lasting legacy, Ingram offers practical steps for becoming great in all areas of life.

Hacking Leadership is Mike Myatt's latest leadership book written for leaders at every level. Leadership isn't broken, but how it's currently being practiced certainly is. Everyone has blind spots. The purpose of Hacking Leadership is to equip leaders at every level with an actionable framework to identify blind spots and close leadership gaps. The bulk of the book is based on actionable, topical leadership and management hacks to bridge eleven gaps every business needs to cross in order to create a culture of leadership: leadership, purpose, future, mediocrity, culture, talent, knowledge, innovation, expectation, complexity, and failure. Each chapter: Gives readers specific techniques to identify, understand, and most importantly, implement individual, team and organizational leadership hacks. Addresses blind spots and leverage points most leaders and managers haven’t thought about, which left unaddressed, will adversely impact growth, development, and performance. All leaders have blind-spots (gaps), which often go undetected for years or decades, and sadly, even when identified the methods for dealing with them are outdated and ineffective – they need to be hacked. Showcases case studies from the author’s consulting practice, serving as a confidant with more than 150 public company CEOs. Some of those corporate clients include: AT&T, Bank of America, Deloitte, EMC, Humana, IBM, JP Morgan Chase, Merrill Lynch, PepsiCo, and other leading global brands. Hacking Leadership offers a fresh perspective that makes it easy for leaders to create a roadmap to identify, refine, develop, and achieve their leadership potential--and to create a more effective business that is financially solvent and professionally desirable.