This audacious book examines 15 Truths to inspire engaged colleagues, fashion customer excitement, produce exponential results, and leave a distinct footprint.

Internationally acclaimed business coach and consultant Kim George provides an easy-to-master process for coaches to bring out innate greatness and achieve peak performance. George introduces a new kind of intelligence quotient, Abundance Intelligence. AQ is the key to living into greatness, moving from a mentality of scarcity to one of abundance. Using her proven four-step process, you will learn to move your clients past their illusions to embrace the abundance aptitudes of self-worth, empathy, self-expression, surrender, actualization, significance, and inquiry. Personal examples, client case studies, and profiles of highly successful individuals demonstrate how the process works and how it helps individuals live into greatness.

The unforgettable story of the 1973 U.S. Open-and the unknown young golfer who astonished the world... In 1973, a Who's Who of golf's greats gathered at the Oakmont Country Club for the U.S. Open. Among those favored to win were Jack Nicklaus and Arnold Palmer. Instead, Johnny Miller-a 26-year-old one­time phenom from San Francisco-astonished the golfing world by edging out the legends and crafting a record-setting 63 to win by a single stroke. Featuring extensive archival and video research and candid interviews with leading golfers of the era, Chasing Greatness beautifully captures one of the unlikeliest victories and dramatic sports triumphs of the past half century. Authors Adam Lazarus and Steve Schlossman also chronicle the careers and the lives of six extraordinary figures during golf's modern-day golden era: Miller, Palmer, Nicklaus, Lee Trevino, Tom Weiskopf, and John Schlee.

In this stylistically adventurous, brilliantly funny tour de force-the most highly acclaimed debut since Nathan Englander's-Aleksander Hemon writes of love and war, Sarajevo and America, with a skill and imagination that are breathtaking. A love affair is experienced in the blink of an eye as the Archduke Ferdinand watches his wife succumb to an assassin's bullet. An exiled writer, working in a sandwich shop in Chicago, adjusts to the absurdities of his life. Love letters from war torn Sarajevo navigate the art of getting from point A to point B without being shot. With a surefooted sense of detail and life-saving humor, Aleksandar Hemon examines the overwhelming events of history and the effect they have on individual lives. These heartrending stories bear the unmistakable mark of an important new international writer.

This rocket-paced follow-up to the Newbery Medal–winning novel Dead End in Norvelt opens deep in the shadow of the Cuban missile crisis. But instead of Russian warheads, other kinds of trouble are raining down on young Jack Gantos and his utopian town of Norvelt in western Pennsylvania. After an explosion, a new crime by an old murderer, and the sad passing of the town's founder, twelve-year-old Jack will soon find himself launched on a mission that takes him hundreds of miles away, escorting his slightly mental elderly mentor, Miss Volker, on her relentless pursuit of the oddest of outlaws. But as their trip turns south in more ways than one, it's increasingly clear that the farther from home they travel, the more off-the-wall Jack and Miss Volker's adventure becomes, in From Norvelt to Nowhere, a raucous road novel about roots and revenge, a last chance at love, and the power of a remarkable friendship. A Publishers Weekly Best Children's Book of 2013

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?