The book Go Big or Go Home! written by Dr. Jarvis Collier, is designed to foster a cadre of "go big" thinkers. His intent is to inspire younger persons as they scan the windshield of life and begin to move into a world of relationships, careers, and dreams. He also writes to older persons who may erroneously believe that their best days are in the rearview mirror/window. "Go big" thinkers come in all ages, cultures, classes, ethnicities, and locales, and from humble origins. Dr. Collier's work comprises a thorough examination of the confluence of qualities that lead to exceptional attainment. Those qualities include self-confidence, optimism, drive, desire, integrity, determination, etc. He includes in his work exciting principles for success in adopting the "go big" mindset.

With eye-opening statistics, original data, and vivid portraits of people who live alone, renowned sociologist Eric Klinenberg upends conventional wisdom to deliver the definitive take on how the rise of going solo is transforming the American experience. Klinenberg shows that most single dwellers—whether in their twenties or eighties—are deeply engaged in social and civic life. There's even evidence that people who live alone enjoy better mental health and have more environmentally sustainable lifestyles. Drawing on more than three hundred in-depth interviews, Klinenberg presents a revelatory examination of the most significant demographic shift since the baby boom and offers surprising insights on the benefits of this epochal change.

Fifteen years ago, psychologist and educator Howard Gardner introduced the idea of multiple intelligences, challenging the presumption that intelligence consists of verbal or analytic abilities only -- those intelligences that schools tend to measure. He argued for a broader understanding of the intelligent mind, one that embraces creation in the arts and music, spatial reasoning, and the ability to understand ourselves and others. Today, Gardner's ideas have become widely accepted -- indeed, they have changed how we think about intelligence, genius, creativity, and even leadership, and he is widely regarded as one of the most important voices writing on these subjects. Now, in Extraordinary Minds , a book as riveting as it is new, Gardner poses an important question: Is there a set of traits shared by all truly great achievers -- those we deem extraordinary -- no matter their field or the time period within which they did their important work? In an attempt to answer this question, Gardner first examines how most of us mature into more or less competent adults. He then examines closely four persons who lived unquestionably extraordinary lives -- Mozart, Freud, Woolf, and Gandhi -- using each as an exemplar of a different kind of extraordinariness: Mozart as the master of a discipline, Freud as the innovative founder of a new discipline, Woolf as the great introspect or, and Gandhi as the influencer. What can we learn about ourselves from the experiences of the extraordinary? Interestingly, Gardner finds that an excess of raw power is not the most impressive characteristic shared by superachievers; rather, these extraordinary individuals all have had a special talent for identifying their own strengths and weaknesses, for accurately analyzing the events of their own lives, and for converting into future successes those inevitable setbacks that mark every life. Gardner provides answers to a number of provocative questions, among them: How do we explain extraordinary times -- Athens in the fifth century B.C., the T'ang Dynasty in the eighth century, Islamic Society in the late Middle Ages, and New York at the middle of the century? What is the relation among genius, creativity, fame, success, and moral extraordinariness? Does extraordinariness make for a happier, more fulfilling life, or does it simply create a special onus?

A meteorite is hurtling toward the Black Hills of South Dakota. . . . Brady Steele watches in awe as a fireball comes crashing through the roof of his house. Brady immediately calls up his cousin, Quinn. They both love all things extreme, and this is the most extreme thing ever! Fred, as Brady names his space rock, turns out to be one of the rarest meteorites ever found. Professor Rip Ripley from the museum in Hill City wants to study a sliver of it in search of extraterrestrial bacteria. He's hoping to discover the first proof of life beyond Earth, a momentous breakthrough for the new science of astrobiology. During a wild week of extreme bicycling, fishing, and caving, Brady and Quinn battle their rivals, the notorious Carver boys, for possession of the meteorite. With each new day, Brady is discovering he's able to do strange and wonderful feats that shouldn't be possible. At the same time, he's developing some frightening symptoms. Could he be infected with long-dormant microbes from space? Is Fred a prize or a menace?

The Lord of heaven has been my guide and helper throughout my life and ministry. I consider myself an ordinary human being but believe that God has continually guided my life in very wonderful and extraordinary ways.

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?