Ruben Harris Ig: @Rubenharris

New York Times Best Seller Over 5 million copies sold For David Goggins, childhood was a nightmare -- poverty, prejudice, and physical abuse colored his days and haunted his nights. But through self-discipline, mental toughness, and hard work, Goggins transformed himself from a depressed, overweight young man with no future into a U.S. Armed Forces icon and one of the world's top endurance athletes. The only man in history to complete elite training as a Navy SEAL, Army Ranger, and Air Force Tactical Air Controller, he went on to set records in numerous endurance events, inspiring Outside magazine to name him "The Fittest (Real) Man in America." In Can't Hurt Me, he shares his astonishing life story and reveals that most of us tap into only 40% of our capabilities. Goggins calls this The 40% Rule, and his story illuminates a path that anyone can follow to push past pain, demolish fear, and reach their full potential.

Peter Thiel is the co-founder of PayPal and the first outside investor in Facebook. In the Spring of 2012, he gave a lecture course at Stanford for software engineers, calling on them to think boldly and broadly about how they might use their skills to shape the future, and imparting the lessons he has gleaned from his own experience. One of the students in that class - Blake Masters - took notes and posted them online. The blog posts became a huge success, with hundreds of thousands of hits, and became the basis for Zero to One. We live in an age of technological stagnation, even if we're too distracted by our new mobile devices to notice. Progress has stalled in every industry except computers, and globalization is hardly the revolution people think it is. It's true that the world can get marginally richer by building new copies of old inventions, making horizontal progress from '1 to n'. But true innovators have nothing to copy. The most valuable companies of the future will make vertical progress from '0 to 1', creating entirely new industries and products that have never existed before. Zero to One is about how to build these companies. A business book that also provides insight into the world of start-ups from a Silicon Valley icon, Thiel shows how to pursue your goals using the most important, most difficult, and most underrated skill in every job or industry: thinking for yourself.

If you cut off a spider’s leg, it’s crippled; if you cut off its head, it dies. But if you cut off a starfish’s leg it grows a new one, and the old leg can grow into an entirely new starfish. What’s the hidden power behind the success of Wikipedia, craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and women’s rights movements? What fundamental choice put General Motors and Toyota on vastly different paths? How could winning a Supreme Court case be the biggest mistake MGM could have made? After five years of ground-breaking research, Ori Brafman and Rod Beckstrom share some unexpected answers, gripping stories, and a tapestry of unlikely connections. The Starfish and the Spider argues that organizations fall into two categories: traditional “spiders,” which have a rigid hierarchy and top-down leadership, and revolutionary “starfish,” which rely on the power of peer relationships. The Starfish and the Spider explores what happens when starfish take on spiders (such as the music industry vs. Napster, Kazaa, and the P2P services that followed). It reveals how established companies and institutions, from IBM to Intuit to the US government, are also learning how to incorporate starfish principles to achieve success. The book explores: * How the Apaches fended off the powerful Spanish army for 200 years * The power of a simple circle * The importance of catalysts who have an uncanny ability to bring people together * How the Internet has become a breeding ground for leaderless organizations * How Alcoholics Anonymous has reached untold millions with only a shared ideology and without a leader The Starfish and the Spider is the rare book that will change how you understand the world around you.

NEW YORK TIMES BESTSELLER • More than 2.7 million copies sold! • “A deeply spiritual book [that] honors what is tough, smart and untamed in women.”—The Washington Post Book World Book club pick for Emma Watson’s Our Shared Shelf Within every woman there lives a powerful force, filled with good instincts, passionate creativity, and ageless knowing. She is the Wild Woman, who represents the instinctual nature of women. But she is an endangered species. For though the gifts of wildish nature belong to us at birth, society’s attempt to “civilize” us into rigid roles has muffled the deep, life-giving messages of our own souls. In Women Who Run with the Wolves, Dr. Clarissa Pinkola Estés unfolds rich intercultural myths, fairy tales, folk tales, and stories, many from her own traditions, in order to help women reconnect with the fierce, healthy, visionary attributes of this instinctual nature. Through the stories and commentaries in this remarkable book, we retrieve, examine, love, and understand the Wild Woman, and hold her against our deep psyches as one who is both magic and medicine. Dr. Estés has created a new lexicon for describing the female psyche. Fertile and life-giving, it is a psychology of women in the truest sense, a knowing of the soul.

The founders of a respected Silicon Valley advisory firm study legendary category-creating companies and reveal a groundbreaking discipline called category design. Winning today isn’t about beating the competition at the old game. It’s about inventing a whole new game—defining a new market category, developing it, and dominating it over time. You can’t build a legendary company without building a legendary category. If you think that having the best product is all it takes to win, you’re going to lose. In this farsighted, pioneering guide, the founders of Silicon Valley advisory firm Play Bigger rely on data analysis and interviews to understand the inner workings of “category kings”— companies such as Amazon, Salesforce, Uber, and IKEA—that give us new ways of living, thinking or doing business, often solving problems we didn’t know we had. In Play Bigger, the authors assemble their findings to introduce the new discipline of category design. By applying category design, companies can create new demand where none existed, conditioning customers’ brains so they change their expectations and buying habits. While this discipline defines the tech industry, it applies to every kind of industry and even to personal careers. Crossing the Chasm revolutionized how we think about new products in an existing market. The Innovator’s Dilemma taught us about disrupting an aging market. Now, Play Bigger is transforming business once again, showing us how to create the market itself.