The author of the phenomenal New York Times bestselling classic The One-Minute® Manager explores one of the most common and insidious problems plaguing the workplace—procrastination. In every workplace, in every industry, lurks a diabolical career killer. Procrastination. In this latest addition to his bestselling series, Ken Blanchard tackles this problem head on, offering practical strategies any professional can immediately put into practice to improve his or her performance. In The On-Time Manager, he stells the story of Bob, a typical middle manager who tends to puts things off until the last minute. As a result, he misses deadlines because his lack of focus causes him to accomplish all the meaningless tasks before he can get to the important things. Like many professionals, Bob rationalizes, justifies, and tries to explain. With his trademark clarity and vision, Blanchard shows how Bob learns to overcome his problem transforming himself from a Last-Minute manager into a productive On-Time manager.

At Mach 1.5, encased in 20 tonnes of metal, fighter pilots don't have much time to think. They prepare on the ground to take on anything in the air, then get their job done...Former fighter pilots Jim 'Murph' Murphy and Christian 'Boo' Boucousis have built on the techniques the air force has honed for 60 years. You'll make clearer decisions, and put them to action with more speed, more precision, more safety, and more success...Flex's proven plan-brief-execute-debrief cycle is the original and most widely tested 'agile' approach, getting you better and better with each mission. It cuts through noise and complexity, engages people, and helps build an honest and open working culture. Flex also sets your purpose and destination, so that when your team gives their all, they'll deliver for your organisation...The New York Giants used Flex to finally crack the Super Bowl. PepsiCo used Flex to take on Coke. You'll see how some remarkable businesses have relied on Flex, and some remarkable pilots have taken Flex to their businesses. You'll also feel what it's like to be in the seat of a Hornet, and why Flex is so appreciated by the pilots it keeps alive...

As a married man and Stanford graduate student nearing thirty, Christopher Donner would likely have qualified for an exemption from the draft. Like most of his generation, however, he responded promptly to the call to arms after Pearl Harbor. His wartime experiences in the Pacific Theater were seared into his consciousness, and in early 1946 he set out to preserve those memories while they were still fresh. Sixty-five years later, Donner's memoirs are now available to the public.

" William R. Buster, born in Harrodsburg, Kentucky, knew a soldier's combat experience and left a first hand account of it. He graduated from West Point in 1939, just in time to serve through one of the most crucial periods in national and world history. His story includes accounts of the incredible expansion, arming, and training of the US Army, as well as his experience in the great conflict itself, from North Africa and Sicily to the hedgerow country of Normandy, the Battle of the Bulge, and on to Berlin. For his service, he received the Silver Star with Oak Leaf Cluster, the Bronze Star, the Air Medal, and the French Croix de Guerre.

A recent study showed that only 53 percent of projects come in on budget and only 49 percent on schedule. So what does it take to be an on-budget, on-time finisher? Successful project management may seem like a quixotic pursuit, but it doesn't have to be.

In Finding the Target, Frederick W. Kagan describes the three basic transformations within the U.S. military since Vietnam. First was the move to an all-volunteer force and a new generation of weapons systems in the 1970s. Second was the emergence of stealth technology and precision-guided munitions in the 1980s. Third was the information technology that followed the fall of the Soviet Union and the first Gulf War. This last could have insured the U.S. continuing military preeminence, but this goal was compromised by Clinton's drawing down of our armed forces in the 1990s and Bush's response to 9/11 and the global war on terror. The issue of transformation leads Kagan to Defense Secretary Donald Rumsfeld's vision of a ''new ''military; the conduct of the Iraq and Afghanistan wars; and the disconnect between grand strategic visions such as the Bush Doctrine's idea of ''preemption ''and the underfunding of military force structures that are supposed to achieve such goals.