A bold new theory of leadership drawn from elite captains throughout sports—named one of the best business books of the year by CNBC, The New York Times, Forbes, strategy+business, The Globe and Mail, and Sports Illustrated “The book taught me that there’s no cookie-cutter way to lead. Leading is not just what Hollywood tells you. It’s not the big pregame speech. It’s how you carry yourself every day, how you treat the people around you, who you are as a person.”—Mitchell Trubisky, quarterback, Chicago Bears Now featuring analysis of the five-time Super Bowl champion New England Patriots and their captain, Tom Brady The seventeen most dominant teams in sports history had one thing in common: Each employed the same type of captain—a singular leader with an unconventional set of skills and tendencies. Drawing on original interviews with athletes, general managers, coaches, and team-building experts, Sam Walker identifies the seven core qualities of the Captain Class—from extreme doggedness and emotional control to tactical aggression and the courage to stand apart. Told through riveting accounts of pressure-soaked moments in sports history, The Captain Class will challenge your assumptions of what inspired leadership looks like. Praise for The Captain Class “Wildly entertaining and thought-provoking . . . makes you reexamine long-held beliefs about leadership and the glue that binds winning teams together.”—Theo Epstein, president of baseball operations, Chicago Cubs “If you care about leadership, talent development, or the art of competition, you need to read this immediately.”—Daniel Coyle, author of The Culture Code “The insights in this book are tremendous.”—Bob Myers, general manager, Golden State Warriors “An awesome book . . . I find myself relating a lot to its portrayal of the out-of the-norm leader.”—Carli Lloyd, co-captain, U.S. Soccer Women’s National Team “A great read . . . Sam Walker used data and a systems approach to reach some original and unconventional conclusions about the kinds of leaders that foster enduring success. Most business and leadership books lapse into clichés. This one is fresh.”—Jeff Immelt, chairman and former CEO, General Electric “I can’t tell you how much I loved The Captain Class. It identifies something many people who’ve been around successful teams have felt but were never able to articulate. It has deeply affected my thoughts around how we build our culture.”—Derek Falvey, chief baseball officer, Minnesota Twins

NEW YORK TIMES BESTSELLER “Derek Jeter is undoubtedly the most talked about, argued about, cheered, booed and ultimately respected baseball player of his generation. And as public a figure as he has been, he is in many ways the least known. That changes now as Ian O’Connor, one of the best sports writers anywhere, goes deep and does what no one has quite been able to do: Tell us a bit about who Derek Jeter really is.”—Joe Posnanski, author of The Machine "Deftly told.”—The Washington Post In The Captain, Ian O’Connor draws on unique access to Derek Jeter and more than 200 new interviews to reveal how a biracial kid from Michigan became New York’s most beloved sports figure and the face of the steroid-free athlete. O’Connor takes us behind the scenes of a legendary baseball life, from Jeter’s early struggles in the minor leagues, when homesickness and errors threatened a stillborn career, to the heady days of Yankee superiority and nightlife, to the battles with former best friend A-Rod. All along the way, Jeter has made his Hall-of-Fame destiny look easy. But behind that leadership and hero’s grace there are hidden struggles and complexities that have never been explored, until now.

Holly learns the importance of being a good friend and a good student Holly can hardly believe it when she is voted class captain. It is too cool! But will Holly have to choose between being a captain and her best friend?

The legendary New York Times bestselling tale of top-down change for anyone trying to navigate today's uncertain business seas. When Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often. Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

The Captain: Isaac "Kip" Dustan, a well-respected mariner whose adventures were frequently recounted in the mid-1800s New York newspapers... The Missionary: Rev. Benjamin C.C. Parker of the Young Men's Church Missionary Society of the City of New York... The Bell from the Atlantic: Contains a history that spans more than one and a half centuries... On Wednesday, November 25, 1846, the steamer Atlantic left Allyn Point headed for New London, Connecticut. Less than an hour later, a steam pipe exploded, disabling the engine and leaving the Atlantic at the mercy of the winds and seas as it dragged anchor across a tempestuous Long Island Sound towards a rocky reef off Fishers Island. This true story follows the events of the twenty-seven hours following the explosion as well as the harrowing stories of many of the passengers that sailed aboard the Atlantic that fateful night. So much of life is about connections, seemingly chance meetings, lives intersecting with others, and encounters that could be luck, fate, coincidence, or faith. The wreck of the steamship Atlantic links the captain of that ill-fated ship to the missionary of the Young Men's Church Missionary Society of the City of New York and the bell from that ship, creating ripples that are still felt today.

“One of the 12 best business books of all time…. Timeless principles of empowering leadership.” – USA Today "The best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” —FORTUNE Since Turn the Ship Around! was published in 2013, hundreds of thousands of readers have been inspired by former Navy captain David Marquet’s true story. Many have applied his insights to their own organizations, creating workplaces where everyone takes responsibility for his or her actions, where followers grow to become leaders, and where happier teams drive dramatically better results. Marquet was a Naval Academy graduate and an experienced officer when selected for submarine command. Trained to give orders in the traditional model of “know all–tell all” leadership, he faced a new wrinkle when he was shifted to the Santa Fe, a nuclear-powered submarine. Facing the high-stress environment of a sub where there’s little margin for error, he was determined to reverse the trends he found on the Santa Fe: poor morale, poor performance, and the worst retention rate in the fleet. Almost immediately, Marquet ran into trouble when he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why, the answer was: “Because you told me to.” Marquet realized that while he had been trained for a different submarine, his crew had been trained to do what they were told—a deadly combination. That’s when Marquet flipped the leadership model on its head and pushed for leadership at every level. Turn the Ship Around! reveals how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy’s traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control to his subordinates, and creating leaders. Before long, each member of Marquet’s crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became completely engaged, contributing their full intellectual capacity every day. The Santa Fe set records for performance, morale, and retention. And over the next decade, a highly disproportionate number of the officers of the Santa Fe were selected to become submarine commanders. Whether you need a major change of course or just a tweak of the rudder, you can apply Marquet’s methods to turn your own ship around.

In postwar London, a boy is drawn into a labyrinth of personal betrayals, intrigue, love, and revolution: “In short, a tremendous yarn” (Paul Theroux). On his twelfth birthday, Victor Baxter is spirited away from boarding school by a stranger known only as the Captain who claims to have won him in a backgammon game with the boy’s diabolical father. Settling into a new life in a dire London flat, Victor becomes the willing ward of his mysterious abductor and the tender and childless Liza. He quickly adapts to the only family he’s ever known, despite the Captain’s long disappearances on suspicious “adventures” and a guarded curiosity about this peculiar but devoted couple who call him son. Then one day, in pursuit of answers, and perhaps an adventure of his own, Victor responds to an entreaty from the Captain to come to Panama. What transpires in this world of dangerous imposture is absolutely revelatory—for both Victor and the Captain. In Graham Greene’s final novel, “we enter those disparate worlds [he] has made his own—the England of Brighton Rock and The Ministry of Fear, and the exotic Central American territories in which his restless talent has so often roamed” (The New York Times).