Why Some Companies Make the Leap... and Others Don't is a management book by Jim C. Collins that describes how companies transition from being good companies to great companies, and how most companies fail to make the transition.

Ten years after the worldwide bestseller Good to Great, Jim Collins returns with another groundbreaking work, this time to ask: why do some companies thrive in uncertainty, even chaos, and others do not?

Description goes hereFilled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.

Description goes hereAmidst 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?

Everyone knows that timing is everything. But we don’t know much about timing itself. Our lives are a never-ending stream of “when” decisions: when to start a business, schedule a class, get serious about a person. Yet we make those decisions based on intuition and guesswork.

All entrepreneurs and business leaders face similar frustrations: personnel conflict, profit woes, and inadequate growth. Decisions never seem to get made, or once made, fail to be properly implemented. But there is a solution. It’s not complicated or theoretical.

In SPIN Selling, Rackham delivers the first book to specifically examine selling high-value product and services. By following the simple, practical, and easy-to-apply techniques of SPIN, listeners will be able to dramatically increase their sales volume from major accounts.

Daniel Goleman shows the factors at work when people of high IQ flounder and those of modest IQ do well. These factors add up to a different way of being smart - one he terms "emotional intelligence." This includes self-awareness and impulse control, persistence, zeal and self-motivation, empathy, and social deftness.

With penetrating insights and practical anecdotes, Stephen R. Covey reveals a step-by-step pathway for living with fairness, integrity, honesty, and human dignity - principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.

The best-selling author of Give and Take and Originals examines the critical art of rethinking: learning to question your opinions and open other people's minds, which can position you for excellence at work and wisdom in life.

In interviews with two dozen CEOs, start-up founders, top scientists, and thought leaders—including top executives at Google, GM, Slack, and Goldman Sachs, the CEO of the Gates Foundation, and NASA’s former chief scientist—he shares hard-earned insights on how to succeed in this new era of hyper-linked power.

Start with Why asks (and answers) the questions: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things.

In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction - at work, at school, and at home - is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Gallup has found that the front-line manager is the key to attracting and retaining talented employees. This book explains how the best managers select an employee for talent rather than for skills or experience, set expectations, build on each person’s unique strengths rather than trying to fix his or her weaknesses, and get the best performance out of their teams.

Lencioni offers explicit instructions for overcoming the human behavioral tendencies that he says corrupt teams (absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results). Succinct yet sympathetic, this guide will be a boon for those struggling with the inherent difficulties of leading a group.

In keeping with his own aim to seek truth from data, Silver visits the most successful forecasters in a range of areas, from hurricanes to baseball to global pandemics, from the poker table to the stock market, from Capitol Hill to the NBA. He explains and evaluates how these forecasters think and what bonds they share.

When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation poorly and suffer the consequences; or apply the lessons and strategies of Crucial Conversations and improve relationships and results.

Boost performance, trust and personal power; Hold others accountable without being overbearing; Evoke sustainable, outstanding performance in teams.

Whether you are the one delegating or you wish to help your boss become a better delegator, these six simple steps are guaranteed to lighten your workload and give you more time to focus on what's really important―on and off the job.