Presenting information in bite-size chapters and to-do lists, this acclaimed book shows managers how to navigate through the fog in their brains and the overworked staff sitting in front of them to be more creative and flexible. --

It’s not enough to get a team to work, you need them to invest their hearts and minds. Managers are currently faced with the most uncertain environment in history. How can we lead our teams to create and seize opportunities? How do we navigate through the fog in our brains and the overworked staff sitting in front of us? This acclaimed book, originally published in Spanish as Mejor liderar que mandar, draws from author Jorge Cuervo’s vast experience as an executive, trainer, and coach. By presenting the information in bite-size chapters and to-do lists, Cuervo helps each of us to bring out the best of ourselves in leadership, management, and supervisory roles. In this book you will learn: about the essence of leadership and the emotional processes that influence it what beliefs and stereotypes often lack meaning and hinder the development of leadership tips and tricks to improve your leadership skills.

Explores "the ability to have clarity of mind and purpose when surrounded by chaos, to operate at peak performance under risk, to be able to see clearly when others are blinded by fear--and act when others are paralyzed, to craft plans even with incomplete information, then execute those plans decisively while still being nimble and adaptable enough to iterate as the terrain changes, to deliver in the clutch, [and] to build teams with high impact, and then inspire those teams to follow you into the fire"--Amazon.com.

Wall Street Journal Bestseller From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era. It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.

“An excellent, vividly written” (The Washington Post) account of leadership in wartime that explores how four great democratic statesmen—Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion—worked with the military leaders who served them during warfare. The relationship between military leaders and political leaders has always been a complicated one, especially in times of war. When the chips are down, who should run the show—the politicians or the generals? In Supreme Command, Eliot A. Cohen expertly argues that great statesmen do not turn their wars over to their generals, and then stay out of their way. Great statesmen make better generals of their generals. They question and drive their military men, and at key times they overrule their advice. The generals may think they know how to win, but the statesmen are the ones who see the big picture. Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion led four very different kinds of democracy, under the most difficult circumstances imaginable. They came from four very different backgrounds—backwoods lawyer, dueling French doctor, rogue aristocrat, and impoverished Jewish socialist. Yet they faced similar challenges. Each exhibited mastery of detail and fascination with technology. All four were great learners, who studied war as if it were their own profession, and in many ways mastered it as well as did their generals. All found themselves locked in conflict with military men. All four triumphed. The powerful lessons of this “brilliant” (National Review) book will touch and inspire anyone who faces intense adversity and is the perfect gift for history buffs of all backgrounds.

Today’s organizations are packed full of experts in every area from marketing to risk to sales to IT. Many of these people are also leaders, heading teams or large departments. They are followed because they know more than the rest of their group. They are followed because of their credibility as experts. The toughest transition in business comes when expert leaders are asked to move beyond their expertise and lead a less homogenous group. Suddenly, experts face a new set of problems. They struggle to gain basic competence in dozens of areas without having to become the expert in every aspect. In Wanda Wallace’s experience, this move—from expert leader to a broader kind of authority—requires a new mindset about how to lead. Wallace explains what few people understand—how to add value as a leader when you’re dealing with an ever growing set of responsibilities over which you have little detailed knowledge. The work you do and the way you interact with people must also change. Managing now requires a light touch and a different approach to delegation. Above all, managing is about recognizing that while you may not do all the work of your team, you must enable the team to do the work. In this world, trust becomes essential. In You Can’t Know It All, Wallace presents the coaching model she has developed to address the challenges of this transition. She offers strategies for individuals to navigate their new roles and learn to combine their expertise with their leadership responsibilities. She gives essential advice on the fundamental change in mind-set that this requires. This invaluable handbook offers novice and experienced managers alike insights into their own careers, explains why their star performers may suddenly be floundering, and provides essential tools for guiding development.

The New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better. Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek's viral video "Millenials in the workplace" (150+ million views). Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things. In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.