King Jackson, a high school phenom turned NBA basketball superstar is on a downward spiral. The only son of Donald and Naomi Jackson, who perfectly planned every step of his life from his junior year in high school, now, finds himself in situations he can't buy himself out of. With the help of his conniving mother, together they have alienated everyone in their path, even each other at some point, but now he is forced to decide if he should trust her and let her back into his life during his darkest hour. His two sisters, Dana and Lena, have lived in the shadow of his success throughout his career and now decide that they have had enough of him and go their own way even if it is in his time of need.King's family is turned completely upside down when he falls in love with a young Spanish girl named Neila Cruz, and marries her way to quickly for their taste. All the while never telling his high school sweetheart Danielle that their relationship was over. They voice their outrage every chance they get until King reaches his breaking point and disowns his family to protect his new wife, while Danielle tries every way she knows how to contact King and get closure. King's mother, who never thought her husband Donald could ever take care of her the way her wealthy son could, sets her plan in motion to win back King and his money that she had become so accustomed to, not knowing that at the same time someone close to her is plotting her destruction to finally rid their self of Naomi and her greedy and conniving ways. One night of cheating, King's ego and a family secret will set in motion a chain of events that will change his life forever. He will quickly learn that all the people he disowned on the way up he will have to face on his path to destruction and realize that they are not to quick to give him a second chance...

Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

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?

Max is used to being called Stupid. And he is used to everyone being scared of him. On account of his size and looking like his dad. Kevin is used to being called Dwarf. And he is used to everyone laughing at him. On account of his size and being some cripple kid. But greatness comes in all sizes, and together Max and Kevin become Freak The Mighty and walk high above the world. An inspiring, heartbreaking, multi-award winning international bestseller.

"The manager's job is to make human strength effective and human weakness irrelevant." —Peter F. Drucker "I am often asked by management students and middle managers, 'How can we make the changes you talk about if we are not at the top?' I reply, 'You can begin where you are, whatever your job. You can bring new insight, new leadership, to your team, your group." —Frances Hesselbein "As they say, 'None of us is as smart as all of us.' That is good because the problems we face are too complex to be solved by any one person or any one discipline." —Warren Bennis These are just a few of the insights collected in Leader to Leader, an inspiring examination of mission, leadership, values, innovation, building collaborations, shaping effective institutions, and creating community. Management pioneer Peter F. Drucker, Southwest Airlines CEO Herb Kelleher, best-selling authors Warren Bennis, Stephen R. Covey, and Charles Handy, Pulitzer Prize winner Doris Kearns Goodwin, Harvard professors Rosabeth Moss Kanter and Regina Herzlinger, and learning organization expert Peter Senge are among those who share their knowledge and experience in this essential resource. Their essays will spark ideas, open doors, and inspire all those who face the challenge of leading in an ever-changing environment. For a reader's guide, see www.leaderbooks.org

Based on interviews with Stan Lee and dozens of his colleagues and contemporaries, as well as extensive archival research, this book provides a professional history, an appreciation, and a critical exploration of the face of Marvel Comics. Recognized as a dazzling writer, a skilled editor, a relentless self-promoter, a credit hog, and a huckster, Stan Lee rose from his humble beginnings to ride the wave of the 1940s comic books boom and witness the current motion picture madness and comic industry woes. Included is a complete examination of the rise of Marvel Comics, Lee's work in the years of postwar prosperity, and his efforts in the 1960s to revitalize the medium after it had grown stale.

Along the train lines north of New York City, twelve-year-old neighbors Myla and Peter search for the link between Myla’s necklace and the disappearance of Peter’s brother, Randall. Thrown into a world of parkour, graffiti, and diamond-smuggling, Myla and Peter encounter a band of thugs who are after the same thing as Randall. Can Myla and Peter find Randall before it’s too late, and their shared family secrets threaten to destroy them all? Drawing on urban art forms and local history, Finding Mighty is a mystery that explores the nature of art and the unbreakable bonds of family.