David Allen

"There's only one thing that keeps people and nations back... It's a story that explains who they are, what they can and cannot do.Breaking Rank helps you to understand the mind and unlock people's true potential."Summary:How can people’s mindset not only negatively influence their own well-being and wealth, but also that of an entire society? How can you motivate people and empower them to make better choices? This book provides a fresh perspective on the answers, as well as the tools to change that mindset. Steven Coutinho takes you on a fascinating journey into how the mind has evolved, how it is shaped by society and how it shapes society in turn. You will learn why some people think they can’t, while others are convinced they can, how the story of color has stagnated post-colonial economies, and the story of capitalism has kept the West unequal.Whether you are simply interested in understanding behavior, or are a parent, teacher or manager ready to lead change, Breaking Rank is bound to shift and sharpen your perspective. You will never look at your own behavior – or the behavior of others – the same way again.Ten things you will learn from reading this book:THE ORIGIN OF STORIES# 1. The evolutionary origins of human emotions and thoughts. You’ll learn why for example some people feel scared or demotivated, and why others think they “can’t”.# 2. The historic origins of prejudice and how the story of color was used to rank people in the colonies. You’ll also learn how the story of color is similar to the story of capitalism.# 3. How behaviors are shaped by situations and the stories attached to them.THE MAKING OF CHOICES# 4. An alternative approach to decision making based on evolutionary psychology.# 5. How the stories that have shaped postcolonial societies have led to similar economic choice patterns.# 6. How the stories of capitalism keep people anxiously occupied and have led to economic inequality.THE ROAD TO CHANGE# 7. How mindfulness strengthens specific brain areas that increase emotional self-control and lead to improved decision making.# 8. How education can be reformed by helping children understand WHO they are, WHAT they can do, and HOW they can do it.# 9. How to motivate and empower people in organizations by changing the perceptions they have about themselves, their level of control and their skills.# 10. How to discover the potential you already are...

NATIONAL BESTSELLER • "James and Deborah Fallows have always moved to where history is being made.... They have an excellent sense of where world-shaping events are taking place at any moment" —The New York Times • The basis for the HBO documentary streaming on HBO Max For five years, James and Deborah Fallows have travelled across America in a single-engine prop airplane. Visiting dozens of towns, the America they saw is acutely conscious of its problems—from economic dislocation to the opioid scourge—but it is also crafting solutions, with a practical-minded determination at dramatic odds with the bitter paralysis of national politics. At times of dysfunction on a national level, reform possibilities have often arisen from the local level. The Fallowses describe America in the middle of one of these creative waves. Their view of the country is as complex and contradictory as America itself, but it also reflects the energy, the generosity and compassion, the dreams, and the determination of many who are in the midst of making things better. Our Towns is the story of their journey—and an account of a country busy remaking itself.

NEW YORK TIMES BESTSELLER • The author of The Power of Habit and Supercommunicators and “master of the life hack” (GQ) explores the fascinating science of productivity and offers real-world takeaways to apply your life, whether you’re chasing peak productivity or simply trying to get back on track. “Duhigg melds cutting-edge science, deep reporting, and wide-ranging stories to give us a fuller, more human way of thinking about how productivity actually happens.”—Susan Cain, author of Quiet In The Power of Habit, Pulitzer Prize–winning journalist Charles Duhigg explained why we do what we do. In Smarter Faster Better, he applies the same relentless curiosity and rich storytelling to how we can improve at the things we do. At the core of Smarter Faster Better are eight key concepts—from motivation and goal setting to focus and decision making—that explain why some people and companies get so much done. Drawing on the latest findings in neuroscience, psychology, and behavioral economics—as well as the experiences of CEOs, educational reformers, four-star generals, FBI agents, airplane pilots, and Broadway songwriters—this book reveals that the most productive people, companies, and organizations don’t merely act differently. They view the world, and their choices, in profoundly different ways. Smarter Faster Better is a story-filled exploration of the science of productivity, one that can help us learn to succeed with less stress and struggle—and become smarter, faster, and better at everything we do.

Show and Tell

“One of my favorite books of the year. It completely reshaped how I think about information and how and why I take notes.” —Daniel Pink, bestselling author of Drive A revolutionary approach to enhancing productivity, creating flow, and vastly increasing your ability to capture, remember, and benefit from the unprecedented amount of information all around us. For the first time in history, we have instantaneous access to the world’s knowledge. There has never been a better time to learn, to contribute, and to improve ourselves. Yet, rather than feeling empowered, we are often left feeling overwhelmed by this constant influx of information. The very knowledge that was supposed to set us free has instead led to the paralyzing stress of believing we’ll never know or remember enough. Now, this eye-opening and accessible guide shows how you can easily create your own personal system for knowledge management, otherwise known as a Second Brain. As a trusted and organized digital repository of your most valued ideas, notes, and creative work synced across all your devices and platforms, a Second Brain gives you the confidence to tackle your most important projects and ambitious goals. Discover the full potential of your ideas and translate what you know into more powerful, more meaningful improvements in your work and life by Building a Second Brain.

A practical guide to managing your attention--the most powerful resource you have to get stuff done, become more creative, and live a meaningful life Our attention has never been as overwhelmed as it is today. Many of us recognize that our brains struggle to multitask. Despite this, we feel compelled to do so anyway while we fill each moment of our lives to the brim with mindless distraction. Hyperfocus provides profound insights into how you can best take charge of your attention to achieve a greater sense of purpose and productivity throughout the day. The most recent neuroscientific research reveals that our brain has two powerful modes that can be unlocked when we use our attention effectively: a focused mode (hyperfocus), which is the foundation for being highly productive, and a creative mode (scatterfocus), which enables us to connect ideas in novel ways. Hyperfocus helps you access each of the two mental modes so you can concentrate more deeply, think more clearly, and work and live more deliberately every day. Chris Bailey examines such topics such as: • identifying and dealing with the four key types of distraction and interruption; • establishing a clear physical and mental environment in which to work; • controlling motivation and working fewer hours to become more productive; • taking time-outs with intention; • multitasking strategically; and • learning when to pay attention and when to let your mind wander wherever it wants to. By transforming how you think about your attention, Hyperfocus reveals that the more effectively you learn to take charge of it, the better you'll be able to manage every aspect of your life.

New York Times bestseller! There’s a reason this system for time management, goal setting, and intentional living has been adopted by millions around the globe: it works. Not only will you get more done, but you’ll get the right things done. All you need is a pen, paper, and five spare minutes a day. In The Bullet Journal Method, Ryder Carroll, the system’s founder, provides an essential guide to avoiding all-too-common beginner mistakes and building a core discipline from which you can personalize your practice. You’ll not only learn to organize your tasks, but to focus your time and energy in pursuit of what's truly meaningful to you by following three simple steps: * Track the past. Create a clear and comprehensive record of your thoughts. * Order the present. Find daily calm and clarity by tackling your to-do list in a more mindful, systematic, and productive way. * Design the future. Transform your vague curiosities into meaningful goals, and then break those goals into manageable action steps that lead to big change. Whether you’re a frustrated list maker, an overwhelmed multitasker, or a creative who needs some structure, The Bullet Journal Method will help you go from passenger to pilot of your own life.

In Michael Bungay Stanier's The Coaching Habit, coaching becomes a regular, informal part of your day so managers and their teams can work less hard and have more impact. Drawing on years of experience training more than 10,000 busy managers from around the globe in practical, everyday coaching skills, Bungay Stanier reveals how to unlock your peoples' potential. He unpacks sevenessential coaching questions to demonstrate how--by saying less and asking more--you can develop coaching methods that produce great results. Get straight to the point in any conversation with The Kickstart Question Stay on track during any interaction with The Awe Question Save hours of time for yourself with The Lazy Question, and hours of time for others with The Strategic Question Get to the heart of any interpersonal or external challenge with The Focus Question and The Foundation Question Finally ensure others find your coaching as beneficial as you do with The Learning Question A fresh innovative take on the traditional how-to manual, the book combines insider information with research based in neuroscience and behavioural economics, together with interactive training tools to turnpractical advice into practiced habits. Witty and conversational, The Coaching Habit takes your work--and your workplace--from good to great. "Coaching is an art and it's far easier said than done. It takes courage to ask a question rather than offer up advice, provide and answer, or unleash a solution. giving another person the opportunity to find their own way, make their own mistakes, and create their own wisdom is both brave and vulnerable. In this practical and inspiring book, Michael shares seven transformative questions that can make a difference in how we lead and support. And he guides us through the tricky part - how to take this new information and turn it into habits and a daily practice." --Brené Brown, author of Rising Strong and Daring Greatly "Michael Bungay Stanier distills the essentials of coaching to seven core questions. And if you master his simple yet profound technique, you'll get a two-fer. You'll provide more effective support to your employeesand co-workers. And you may find that you become the ultimate coach for yourself." --Daniel H. Pink, author of To Sell Is Human and Drive "What can you do to become a better leader? Michael asks and answers this question by offering aspiring leaders seven thoughtful questions that will change their leadership habits. This book is full of practical,useful and interesting questions, ideas and tools that will guide any leader trying to be better." --Dave Ulrich, co-author of The Why of Work and The Leadership Code "Michael's intelligence, wit, articulateness and dedication to the craft of coaching shine forth in this brilliant how-to manual for anyone called to assist others. Even after four decades of my own experience in thisarena, The Coaching Habit has provided me with great takeaways." --David Allen, author of Getting Things Done "The Coaching Habit is funny, smart, practical, memorable and rounded in currentbehavioural science. I found it highly valuable for my own work and collaborations." --James Slezak, Executive Director of Strategy, New York Times

A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stickWhen something at work isn't going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable.Brand-new Introduction written for the paperback editionFilled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many othersTwo experts in the field show how to make major transformations happen The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future. Amazon-Exclusive Q&A with Steve Zaffron and Dave Logan Author Steve Zaffron What are the “three laws of performance”? The laws of performance are universal. That is, any time people are involved in a situation, the laws apply. They aren’t steps or tips, but general principles that are always at work. They are also phrased in a precise way, to give maximum insight and applicability. The laws are: 1. How people perform correlates to how situations occur to them. 2. How situations occur arises in language. 3. Future based language transforms how situations occur to people. In your opinion, what do leaders struggle with the most and how can the laws help them? The two biggest issues we hear from leaders are lack of buy-in and an absence in ownership. The first problem often becomes acute when the leaders, working with experts, determine what plan people should implement, and the work force doesn’t want to do it, or doesn’t engage with passion. Many leaders try to solve the resulting issues with incentives, which often make the problem worse, as Daniel Pink’s book Drive demonstrates. The second problem--absence of ownership--is related to lack of buy-in, but runs deeper. The problem, as many leaders have expressed to us, is that people don’t treat the business as though it’s their business. In some cases, it literally is their business, for example when people have some equity in the company through stock options. Yet even in many of these situations, people don’t act as though they are owners. Many leaders have expressed that nothing they ever tried has fixed the ownership problem. The Three Laws of Performance can help with both problems by encouraging leaders to see that people’s actions are correlated to how situations occur to them. The second and third laws, taken together, say that future-based language—such as declarations, promises, and commitments—transform how situations occur to people. By focusing on the way in which things are “ occurring to the people, their actions naturally shift. The point is clear when we remember that the Declaration of Independence transformed how the experience of being a colonist occurred for the colonists. The facts hadn’t changed—the British still asserted their control. But the actions of the colonists shifted in a dance with the Declaration. What had been skirmishes by the colonists now became full-scale war and eventually the birth of a nation. Author Dave Logan The same situation happened recently in Egypt, when decades of tyrannical rule ended in 18 days. What really happened is that the situations occurred in a new way to Egyptians, and their actions naturally shifted. Imagine this level of empowerment and engagement in your organization. Using these three laws in an organization calls forth people’s participation and involvement in surprising and exciting new ways. It seems that people can apply the lessons here in many ways – how they communicate, how they think, how they act. Since publishing the hardcover version is there a “way” that stands out to you? Since we’re writing about laws, and not tips or techniques, there is not a single “way.” Rather, there is a general flow of conversations that taps into the power of the Three Laws. The flow goes something like this: 1. Ask people: what is the “default future?” That is, what do people see coming at them in the future, almost for certain and unless something completely unexpected happens? Getting and experiencing what people see as the default future gives everyone insights into how people are experiencing the organization and their opportunities in it. 2. Go deeper:, asking people: “if this default future existed throughout the organization, what actions would people find themselves taking, perhaps even without thinking?” Even though people may not want the default future, it acts as a mostly unspoken, often unconscious, self-fulfilling prophecy. People find themselves making it happen through their actions. Getting people to see their role in this process is critical. People created the default future, and are actively bringing it about. The same people can rewrite the future. 3. Ask people: “is this default future what you want?” If the answer is a resounding “no,” they have the ability to set the default future aside and create something new. 4. Invite people to consider this question: “what do you really want instead?” People should speculate until a new future—technically, called an “invented future,” takes shape. For an invented future to be effective, it must take people’s individual concerns into account, as well as the concerns of the organization and its stakeholders. 5. Develop projects that make realize an aspect of the invented future. As people successfully implement the projects resulting from this flow, the invented future occurs as more attainable to people. Over time, people will find themselves acting in line with the invented future. There are no steps required, no need to remember to act in a certain way. Elevated performance is now natural and automatic. In your new epilogue to the paperback edition you zero on the three critical implications for leadership SINCE the first version in hardcover came out. Which one really stands out and why ? The fundamental aspect of leadership that most people miss is the importance of listening. Listening, as we describe it, is not simply gathering data and opinions from people, but rather exploring how situations occur to them, what they aspire to make happen, and what stands in their way. By listening in this way, leaders combine what they hear from lots of people into an invented future that represents the bulk of people’s concerns. When people hear the invented future, they say, “That speaks for me!” because it is, in part, their idea. Lack of buy-in and ownership are replaced with excitement, inspired action, and full engagement. People seem to describe this as a “different” type of business book? Why is that? In working with our editor, Warren Bennis, our goal was not to write another list of steps or platitudes. Frankly, such books accomplish little more than short-term motivation, or incremental improvement. Our goal was to focus on the fundamental laws that govern human performance. We didn’t set out to write a simple book, but rather, a book that would make an impact. People have told us that the Three Laws of Performance has allowed them to approach old problems in new ways, and often move to elevated performance in much shorter time, and with less effort, than they had thought possible. This book taps into what appears to be a shift in organizations to more openness, transparency etc. Do you agree? How so ? Yes, we agree. Organizations are going through a shift for a variety of reasons, perhaps most importantly the ability to connect with other people. Years ago, companies could hide activities, especially in the developing world. Today, these activities are captured by cell phones and shared on social media. There’s really no place to hide anymore. As a result, organizations need to transform adversarial relationships with governments, local populations, unions, and communities, into partnerships. Doing so requires really grasping why people do what they do. We believe the Three Laws of Performance gives leaders a unique insight into how to make this shift one in a way that inspires greater levels of satisfaction, results, and the experience of making a difference.

A Better Way to Better Behavior Karen Pryor's clear and entertaining explanation of behavioral training methods made Don't Shoot the Dog! a bestselling classic. Now this revised edition presents more of her insights into animal—and human—behavior. A groundbreaking behavioral scientist and dynamic animal trainer, Karen Pryor is a powerful proponent of the principles and practical uses of positive reinforcement in teaching new behaviors. Here are the secrets of changing behavior in pets, kids—even yourself—without yelling, threats, force, punishment, guilt trips...or shooting the dog: •The principles of the revolutionary "clicker training" method, which owes its phenomenal success to its immediacy of response—so there is no question what action you are rewarding •8 methods of ending undesirable habits—from furniture-clawing cats to sloppy roommates •The 10 laws of "shaping" behavior–for results without strain or pain through "affection training" •Tips for house-training the dog, improving your tennis game, or dealing with an impossible teen •Explorations of exciting new uses for reinforcement training Learn why pet owners rave, "This book changed our lives!" and how these pioneering techniques can work for you too.

Easy-to-apply, scientifically-based approaches for engaging students in the classroomCognitive scientist Dan Willingham focuses his acclaimed research on the biological and cognitive basis of learning. His book will help teachers improve their practice by explaining how they and their students think and learn. It reveals-the importance of story, emotion, memory, context, and routine in building knowledge and creating lasting learning experiences.Nine, easy-to-understand principles with clear applications for the classroomIncludes surprising findings, such as that intelligence is malleable, and that you cannot develop "thinking skills" without factsHow an understanding of the brain's workings can help teachers hone their teaching skills"Mr. Willingham's answers apply just as well outside the classroom. Corporate trainers, marketers and, not least, parents -anyone who cares about how we learn-should find his book valuable reading." —Wall Street Journal

A revolutionary look at how what we pay attention to determines how we experience life Acclaimed behavioral science writer Winifred Gallagher's Rapt makes the radical argument that much of the quality of your life depends not on fame or fortune, beauty or brains, fate or coincidence, but on what you choose to pay attention to. Rapt introduces a diverse cast of characters, from researchers to artists to ranchers, to illustrate the art of living the interested life. As their stories show, by focusing on the most positive and productive elements of any situation, you can shape your inner experience and expand your world. By learning to focus, you can improve your concentration, broaden your inner horizons, and most important, feel what it means to be fully alive.

The Gift of an Ordinary Day is an intimate memoir of a family in transition-boys becoming teenagers, careers ending and new ones opening up, an attempt to find a deeper sense of place, and a slower pace, in a small New England town. It is a story of mid-life longings and discoveries, of lessons learned in the search for home and a new sense of purpose, and the bittersweet intensity of life with teenagers--holding on, letting go. Poised on the threshold between family life as she's always known it and her older son's departure for college, Kenison is surprised to find that the times she treasures most are the ordinary, unremarkable moments of everyday life, the very moments that she once took for granted, or rushed right through without noticing at all. The relationships, hopes, and dreams that Kenison illuminates will touch women's hearts, and her words will inspire mothers everywhere as they try to make peace with the inevitable changes in store.

If you are a new supervisor, a recently promoted manager, a team member who is now leading the team, or a project worker who has responsibility for managing several projects with other independents, then this book is for you. That's because this book gives you the keys to success - the 8 Essential Skills for Supervisors & Managers. The job of first-line supervisor and middle-manager (the first and second rungs on the ladder of organizational management) are the most difficult and challenging positions in any organization. These positions are frequently the most overlooked when it comes to recognition, often receive too little information about most aspects of the organization's strategy, and yet are relied upon to manage the employees who must implement that strategy on a day-to-day basis.

A manifesto of business practices for those who sell ideas and advice, The Win Without Pitching Manifesto lays out twelve steps in the form of proclamations that owners of creative businesses can take to distance themselves from their competition, regain the high ground in their client relationships and learn to win business without first parting with their thinking or writing lengthy proposals. The twelve proclamations were written to inspire owners of independent creative businesses (e.g.: design firms & advertising agencies) to rethink how their services are bought and sold. Anyone who sells ideas or advice will find relevance in their teachings.

Break through the barriers to get things done! What's more frustrating than knowing how to do your job, working hard, making tough decisions . . . and not getting results because some system, procedure, bureaucratic detail, or difficult personality gets in the way? In Workarounds That Work, Huffington Post columnist Russell Bishop shows how to boost your productivity with a complete strategy for outmaneuvering anything that stands in your way. The key is to know which procedures and people you can circumvent without causing even greater problems for yourself or coworkers. Bishop provides valuable insight into the workarounds that often hide in plain sight, including:Bypassing key stakeholders who stand in the wayPreventing malicious people from shooting down good ideasHandling misaligned leadership and unclear directionsWorking around other groups or “silos” whose goals are at odds with yoursManaging the power plays going on above and around youBy following the strategies in Workarounds That Work, you will not only get the results you need-you will also be perceived of as someone who can always be relied upon to get things done, no matter what obstacles stand in the way.

Er ist das Erfolgsgeheimnis von Apple: Steve Jobs<br/>Er ist innovativ, charismatisch, eigensinnig … aber was genau verbirgt sich hinter dem Erfolg von Steve Jobs? Jay Elliot wurde vor über 30 Jahren von Jobs persönlich als dessen rechte Hand eingestellt und war später stellvertretender Vorstandsvorsitzender. Jetzt beschreibt er die Führungsprinzipien des Apple-Chefs aus nächster Nähe.<br/>Ein Apfel erobert die Welt: Viele fragen sich, wie Steve Jobs es schafft, Apple seit vielen Jahren so erfolgreich zu leiten. Mit Jay Elliot verrät nun der Erste, der direkt mit Jobs zusammengearbeitet hat, wie Jobs mit Courage seine Ideen umsetzt, mit Charisma jeden Auftritt meistert und mit Coolness einen Erfolg nach dem anderen einfährt. Aber er zeigt auch einen Steve Jobs, der aus Misserfolgen lernte und sich weiterentwickelte. Jay Elliot und William L. Simon verdeutlichen, mit welchen Führungsprinzipien Steve Jobs die digitale Welt veränderte und zu einem der erfolgreichsten Unternehmer der Gegenwart wurde. So nah waren wir noch nie an Steve Jobs dran!<br/>

Ever been to so many meetings that you couldn't get your work done? Ever fallen asleep during a bulletpoint presentation? Ever watched the news and ended up knowing less? Welcome to the land of Blah Blah Blah.The We talk so much that we don't think very well. Powerful as words are, we fool ourselves when we think our words alone can detect, describe, and defuse the multifaceted problems of today. They can't-and that's bad, because words have become our default thinking tool.The This book offers a way out of blah-blah-blah. It's called "Vivid Thinking."In Dan Roam's first acclaimed book, "The Back of the Napkin," he taught readers how to solve problems and sell ideas by drawing simple pictures. Now he proves that Vivid Thinking is even more powerful. This technique combines our verbal and visual minds so that we can think and learn more quickly, teach and inspire our colleagues, and enjoy and share ideas in a whole new way.The No more blah-blah-blah. Through Vivid Thinking, we can make the most complicated subjects suddenly crystal clear. Whether trying to understand a Harvard Business School class, or what went down in the Conan versus Leno battle for late-night TV, or what Einstein thought about relativity, Vivid Thinking provides a way to clarify anything.Through dozens of guided examples, Roam proves that anyone can apply this systematic approach, from leftbrain types who hate to draw to right-brainers who hate to write. This isn't just a book about improving communications, presentations, and ideation; it's about removing the blah-blah- blah from your life for good.

The Seven Healers are seven specific ingredients that every human being needs in order to survive and thrive in this life. These essentials are not limited by a person s nationality, skin color, or religion. They are universally required by all. The Seven Healers, in order of their necessity for survival, are Air, Water, Sleep, Food, Play, Relationships, and Purpose. Without these time-tested elements, you cannot flourish and live a meaningful life. Once you identify the problem, you can trace it back to the root cause and find the answer. Let The Seven Healers be your guidebook to a healthy, purpose-filled life!