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  • "Are You Ready to Succeed?" by Srikumar S. Rao. The first book from Srikumar S. Rao, who teaches at Columbia University's business school, is drawn from his wildly popular Creativity and Personal Mastery course, designed to teach students how to create a more intentional, ethical, and, yes, successful life. Rao's program involves awakening the witness mind, practicing nonjudgment and nonviolence, and bringing consciousness to daily tasks.

  • "Primal Leadership" by Daniel Goleman. Focusing on the four domains of emotional intelligence - self-awareness, self-management, social awareness and relationship management - they explore what contributes to and detracts from resonant leadership: creating positive good feelings that unleash the best in people.

  • "Rewiring the Corporate Brain" by Dana Zohar. Applying concepts of quantum and chaos thinking to the working world, this book offers revolutionary advice for achieving change in the workplace. Businesses should be operated like brains, Zohar argues, utilizing all of the mental, emotional, and spiritual stimuli at their disposal. Ordinarily, however, most ignore the latter two and rely solely on one-third of their "corporate brains" - a shortcoming Zohar shows how to correct so that truly effective responses can be crafted for myriad corporate predicaments.

  • "Servant Leadership" by Robert K. Greenleaf. Greenleaf understood (and clearly articulated) the need to shift the workplace environment away from "compliance", and toward "enthusiastic engagement". He understood that the scientific workplace created by F.W. Taylor was but a stepping stone to a more civil, more satisfying, and ultimately more productive covenant of service, satisfaction, and growth.

  • "Synchronicity: The Inner Path of Leadership" by Joseph Jaworski. Synchronicity illustrates that leadership is about the release of human possibilities, about enabling others to break free of limits - created organizationally or self-imposed. Although this book describes the author's personal journey, it contains profound messages about organizational learning and effectiveness.

  • "Leadership and the New Science" by Margaret J. Wheatley. Delving into the complex intricacies of living systems theory, quantum physics, and chaos and complexity theory, Wheatley writes in language that renders the subject clear, concise, easy to understand, and nothing short of inspirational. She draws a straight path between the hard sciences and the role of leadership in all living, open organizations that refers, without apology, to a deep and intimate order -- a quantum interconnectedness. She then moves easily from theory into practice by offering three simple techniques for use in unifying whole organizations into a cohesive, working unit.

  • "The Book on Mind Management" by Dennis R. Deaton. Teaches in simple terms how our thoughts are so powerful and how we need to be aware of the impact of negative thoughts in our minds. After reading this you will understand and believe that you can obtain or do anything that you put your mind to.

  • "The 7 Habits of Highly Effective People" by Stephen R. Covey. Before you can adopt the seven habits, you'll need to accomplish what Covey calls a "paradigm shift" - a change in perception and interpretation of how the world works. Covey takes you through this change, which affects how you perceive and act regarding productivity, time management, positive thinking, developing your "proactive muscles" (acting with initiative rather than reacting), and much more.

  • "The Fifth Discipline: The Art & Practice of the Learning Organization" by Peter M. Senge. Instead of focusing on one aspect of a business, Systems Theory forces the manager to perceive the business as an organic whole. Senge spins out in great detail the web of life showing how all parts of a given organization shape and affect the others. Mending one part of the web only creates a short term solution which may eventually become the weakest link or thread. A holistic view of a problem combined with shared vision and continuous learning leads to a better representation of a perfect work environment.

  • "The Path of Least Resistance for Managers" by Robert Fritz and Peter M. Senge. Simple principles that penetrate to the very heart of the dilemmas facing most organizations today and that offer a highly practical approach to building an organization that works. Fritz explains the key principles of structural tension and structural conflict. He also provides examples that demonstrate why best efforts do not always result in success and suggests ways to redesign organizations so that they can succeed.

  • "Executive EQ: Emotional Intelligence in Leadership and Organization" by Robert K. Cooper & Ayman Sawaf. One of the interesting ironies of our time is that we are discovering to what extent our effectiveness depends not just on knowledge and intellect, but also on emotional maturity. This book is a pioneering effort to move our understanding of emotional intelligence to the level of practical application. It provides both valuable insights and practical tools for exploring how individuals and organizations can develop emotional intelligence as a means to enhance success in the workplace.

Business & Management

  • "The Only Thing That Matters" by Karl Albrecht. Albrecht has written or co-authored many books on customer service and this is one of his better ones. The consumer seeks the best "value" not quality or low price. He explains how to ensure that you get and remain close to the customer. Illuminating anecdotes that make points very clearly.

  • "The Warrior's Edge" by Col. John B. Alexander, Maj. Richard Groller and Janet Morris. Alexander is a former Special Forces commander who led hundreds of search-and-destroy missions in Southeast Asia. He also studied meditation at Buddhist monasteries and helped bring visualization and mental techniques into the training programs of the US Armed Forces. He is now a consultant to the Army and a leading proponent of non- destructive warfare. The book teaches you how to get a mental edge and trust your intuition.

  • "Flawed Advice and the Management Trap" by Chris Argyris. The subtitle of this book is How managers can know when they're getting good advice and when they're not and that is what the book is about. Argyris always has penetrating insight - if you have not read his other books, do so now - and he is superb at uncovering hidden agendas. He clearly demonstrates the true feelings behind what is said and done and how the discrepancy affects organizational effectiveness. He also points out that there is more chaff than wheat in most consultant recommendations.

  • "Real Power: Business Lessons from the Tao Te Ching" by James A. Autry and Stephen Mitchell. Autry was the CEO of the magazine division of the Meredith Corporation which consisted of several powerhouses such as the Ladies Home Journal. Since retiring, he has become a thoughtful exponent of the softer side of management focusing on such themes as fulfillment, creation of a healthy work environment and spiritual development. He writes simply on important topics such as what is "control" and do you really need to do it. Good stuff, good quotes.

  • "Defining Moments: When Managers Must Choose between Right and Right" by Joseph L. Badaracco, Jr. Ethical dilemmas in business do not always involve clearly right and wrong paths. They are frequently choices between principles, which are both "right". A single mother with an ailing child is forced to leave work early on numerous occasions. Is it "right" to cut her some slack? Is it also "right" to fire her because her already overworked team mates are having to pick up that slack? Badaracco gives a framework to analyze such conflicts and talks you through its implications.

  • "Networking Smart: How to Build Relationships for Personal and Organizational Success" by Wayne E. Baker. This is one of the better books on the subject of networking. Baker analyzes and categories the types of networks that exist in organizations, their usefulness in different situations from providing support to members in trying times like downsizing to promoting team work and shared responsibility. He also has excellent tips on how you fit into networks and how to create personal ones at your place of work.

  • "On Becoming a Leader" by Warren Bennis. A professor of management and a former university president Bennis has written many books on leadership and I am not sure that this is the best one. He asserts that leaders are made, not born and that leadership cannot be taught, it has to be learned. He dissects the modern business environment and lists the essential qualities a leader has to have (integrity is one of them).

  • "Rainmaker: The Saga of Jeff Beck, Wall Street's Mad Dog" by Anthony Bianco. Investment bankers, of course, have been known to stretch the facts. In fact, I am amazed that no 'fairness opinion' has yet won an award for creative fiction. Even in this milieu, Jeff Beck stood out by fabricating everything from educational credentials to an exemplary, if totally fictional, war record. Bianco is a Business Week writer who does a superb job chronicling Beck's rise and fall. The bigger value is in the peek this book gives into what life is really like in big prestigious banks. Dated but still accurate and very well written.

  • "Stewardship: Choosing Service over Self-Interest" by Peter Block. Consultant and author, Block espouses the notion of stewardship to replace the policing attitude of our institutions. He defines a patriarchy as an organization that is focused on control, consistency and predictability. Responsibility for strategy lies with top management. He suggests partnership as an alternative where there is the right to say "no", joint accountability and absolute honesty. Interesting ideas.

  • "Zapp! The Lightning of Empowerment" by William C. Byeham and Jeff Cox. A self-published book that became a million copy best-seller, this book helped propel Byeham's firm to great consulting success. Written as a fable it talks of managerial behaviors that squelch initiatives (Sapp!) and how to change them so that workers feel empowered (Zapp!). Amusing and well-written but still has substance. Lot more difficult to do than it indicates.

  • "Chainsaw: The Notorious Career of Al Dunlap in the Era of Profit-at-any Price" by John A. Byrne. A very well researched book into Al Dunlap and his history of turning companies around. Most of the book focuses on Sunbeam - a public fiasco of the first magnitude - but the author also casts serious doubt on Dunlap's other "accomplishments" pointing out, for example, that it was luck - and inept due diligence by Kimberly Clark - that prevented Scott Paper from being an equal failure. Many lawyers, accountants, consultants, investment bankers and other service professionals conspired with Dunlap to keep his balloon from deflating due to complex factors ranging from greed to fear. The wonder is not that the debacle happened, but why it took so long to happen. There are no heroes in this book and the author does an admirable job of probing the weakness of our business culture.

  • "Reengineering Management" by James Champy. Half of the team that gave you "Reengineering the Corporation," Champy took time off to ponder the consequences of what he helped unleash. This book is the result. It is a thoughtful examination of the "soft" side of business, of traits that managers must possess if their companies are to thrive as wholesome entities, not as cancerous growths. It encourages questions like "What kind of culture do we want?" and "What is this business for, anyway?" Lots of examples.

  • "The Arc of Ambition: Defining the Leadership Journey" by James Champy and Nitin Nohria. Ambition can create prodigious achievement. The authors trace the accomplishments of a plethora of individuals from Garibaldi to Jack Welch and link it to how a persistent vision would not let them be. They examine the roots of ambition and explain how you can use it to your advantage. They also caution against letting it wax into hubris - Al Dunlap is a classic, unbeloved, example. Excellent examples from history, business, science, fiction, military and other places.

  • "The Soul of a Business: Managing for Profit and the Common Good" by Tom Chappell. He founded Tom's of Maine, built it up into a thriving company and then was wracked by questions like does success in business automatically mean giving up personal values? He searched many places including Harvard Divinity School. What is trust and how do you build it? How will workers handle autonomy and how can you help them? Refreshingly candid discussions of how the authors views on such topics evolved.

  • "Every Business is a Growth Business" by Ram Charan and Noel M. Tichy. Two noted consultants and academics make the point that attitude and mind set, and not environment or circumstances, determine growth and success. They stress the importance of organizational continuity - does the "leader" have a succession plan in place? - and constant redefining of the market from the customer's perspective. Great anecdotes.

  • "Influence: Science and Practice" by Robert B. Cialdini. Cialdini is a psychologist, but he has written what may be one of the very best marketing books around. His research interest is how persuasion happens, how one person or entity can get another to do something he/it wants. He has isolated six powerful principles by which this happens and there is much variety in each. Many business examples and lots of pointers for further research.

  • "Thunder in the Sky: On the Acquisition and Exercise of Power" by Thomas Cleary. Cleary, who holds a Harvard doctorate in East Asian languages, is best known for his translation of "The Art of War" and has also translated dozens of other ancient Chinese works. Both of these books provide fascinating insights into leadership and the exercise of power from ancient practitioners well versed in the subject.

  • "The 7 Habits of Highly Effective People" by Stephen R. Covey. It was on the paperback bestseller list for more than three years. Makes very good points such as "Every public victory is preceded by a private victory" and that you generally succeed when you "begin with the end in mind".

  • "Small Decencies" by John Cowan. Musings on life and work by a businessman, consultant and a parish priest. There are personal anecdotes cleverly turned into lessons for corporations in a warm and non-patronizing way. Take a small dose a day.

  • "Leadership is an Art" by Max dePree. The retired chairman of furniture maker Herman Miller, Max has long been noted for innovative management practices. For example, he instituted a silver parachute for employees at his company so that they would be protected if they lost their jobs as a result of a hostile takeover. He outlines his philosophy of the covenant between a company and its workers. Most companies are nowhere near it and not headed in that direction either.

  • "Management of the Absurd: Paradoxes in Leadership" by Richard Farson. Psychologist, educator and businessman, Farson has a penetrating insight into what is happening in today's business world. He illustrates his points with pithy sayings such as "The opposite of a profound truth is also true", "People we think need changing are pretty good the way they are" and "Organizations that need help most will benefit from it least". He is humorous but deadly serious and illustrates his point of view well.

  • "Re-engineering the Corporation" by Michael Hammer and James Champy. Another long time dweller on the bestseller lists which made the authors highly successful consultants. They advocate a fundamental redesign of work processes that will produce quantum leaps of productivity with an actual decline in resources used, and give several case studies. Unfortunately, "re-engineering" has become a buzzword and a cloak for massive, frequently indiscriminate, layoffs.

  • "The Agenda: What Every Business Must Do to Dominate the Decade" by Michael Hammer. The sequel to "Re-engineering the Corporation" in which the author admits that it was no silver bullet. This time he talks a great deal about "process". You have to put systems in place that make it easy for a customer to do business with you and deliver overwhelming value. He also advocates breaking the boundaries between you, your suppliers and your customers. Others - Jack Welch comes to mind - have said this earlier but Hammer says it particularly well. Not quite as good in terms of showing exactly how to do what is prescribed. Still, it does make good points.

  • "The Hungry Spirit" by Charles Handy. A British consultant with a blue chip client list, Handy has a take on business that exposes its pompous self-contradictions. He muses on technology, the excesses of capitalism and the growing evidence that markets do not always produce optimum allocations. His ruminations on the ethics of compromise and the purpose of profits are thought provoking. You might also wish to look up his other books, such as "The Age of Paradox."

  • "Passion and Purpose: How to Identify and Shape the Powerful Patterns that Shape Your Work/Life" by Marlys Hanson and Merle Hanson. Hanson's thesis is that we all have inherent motivational patterns that show up early in life and are dependably persistent. The trick to living a life of fulfilled potential is to understand our unique motivations and work so that they are used. There is a multi-step process recommended that involves identifying occurrences that gave you a sense of accomplishment from the earliest memories you have, analyzing them to detect patterns and then reshaping your life to make use of what you have discovered.

  • "The Abilene Paradox and other Meditations on Reality" by Jerry Harvey. Despite being a management professor Jerry Harvey writes clearly and with wit. His essays examine the fundamental assumptions on which many management practices are based, and find them faulty. He is particularly good at exposing hypocrisy and the euphemisms used to cover them up. Read the first essay and at least some of the others. "The Abilene Paradox" is also available as a video and you should watch it if you get a chance.

  • "Growing a Business" by Paul Hawken. Co-founder of the very successful mail-order gardening firm Smith & Hawken he has an unusual take on business. He clearly emphasizes that a successful business is an expression of a deep feeling welling up from the founder(s). This guiding principle is what shapes the business and makes it grows. Lucid discussions and some quite contrary assertions such as money is secondary when starting a business. The author has since become a speaking celebrity.

  • "The Tao of Leadership: Lao Tzu's Tao Te Ching Adapted for a New Age" by John Heider. A clinical psychologist, Heider is a long time student of the Tao Te Ching and has translated the spirit very well into modern management dilemmas. For example: "The wise leader knows that there are natural consequences for every act. The task is to shed light on these natural consequences, not to attack the behavior itself. If the leader tries to take the place of nature and act as judge and jury, the best you can expect is a crude imitation of a very subtle process. At the very least, the leader will discover that the instrument of justice cuts both ways. Punishing others is punishing work.

  • "Leadership on the Line: Staying Alive through the Dangers of Leading" by Ronald A. Heifetz and Marty Linsky. One of the better books on leadership. The authors are faculty members at Harvard's Kennedy School of Government and have many decades of experience with major companies, government agencies and senior executives. They point out that true leaders do not find solutions as much as they create and hold the space in which others feel comfortable functioning and seeking and coming up with alternatives. With luck one or more of these alternatives will work better than what is already in place.

  • "Perfectly Legal Portfolio" by David Cay Johnston. The subtitle of this book is "The covert campaign to rig our tax system to benefit the super-rich and cheat everybody else." That says it all. The author is a Pulitzer Prize winning investigative journalist for the New York Times and makes extensive use of stories that he has filed. If you are poor you pay taxes. If you are middle class you pay more taxes. If you are wealthy, you hire a good tax attorney and pay proportionately much less. If you are super rich, you frequently pay nothing at all. Not to the government that is. You do pay the legion of accountants, attorneys and financial advisors who dream up convoluted mechanisms to disguise income so that it does not have to be declared. Works for corporations and for individuals. Johnston explains in highly readable prose exactly how this is done. You will weep for our democracy.

  • "The Monk and the Riddle" by Randy Komisar with Kent Lineback. Software executive, angel and iconoclastic thinker, Komisar is a firm proponent of the "big idea" that should permeate the very being of a company. This big idea springs from the values and vision of the founder(s) and he stresses that the company should define its business in terms of where it is going and what it is becoming, not merely in terms of what it is. Written in the form of a fable where a young would be entrepreneur - Lenny - has an idea for a business to alleviate the pain of persons who have lost a loved one. In the pressure to raise funding for his venture he jettisons the original idea in favor of what - in his opinion - will make a quicker profit. His partner finally takes steps that bring him back to the original idea and this gets him the funding he needs.

  • "Rites of Passage at $100,000 to $1 Million+" by John Lucht. This book is a gem. Lucht is a headhunter, or in polite parlance an executive recruiter, and there is little about the business that he does not know. He shares this knowledge generously with wit and passion. There is an excellent exposition on the similarities and differences between contingency and retainer recruiters. There are many, many useful tips on how, if unemployed, you can become speedily employed. He also provides revealing glimpses into the mores of large corporations.

  • "At Any Cost: Jack Welch, General Electric and the Pursuit of Profit" by Thomas F. O'Boyle. A former Wall Street Journal reporter chronicles the many ways in which GE under Jack Welch systematically used hard-nosed tactics to achieve its extraordinary stock market success. There is a seamy side to this success including possibly illegal and certainly unethical corporate actions - verbal commitments disavowed, pension funds raided, customers given kickbacks and competitive price collusion. GE wins court battles using overwhelming legal firepower but the questions remain. Well written and well documented. GE pulled out all the stops to squelch this and largely succeeded. The points made about GE culture are very relevant and coming to light in the wake of the company's declining share price and Welch's own well publicized marital problems.

  • "The Paradox of Success" by John. R. O'Neil. The subtitle of this book is "When Winning at Work Means Losing at Life." A distinguished psychologist and consultant O'Neil has run across more than his share of dysfunctional overachievers. He relates their tales along with analyzes of why they became that way. There are descriptions of warning signs and suggestions to prevent you from traveling the same route. Serious issues treated sensitively.

  • "Dangerous Company: The Consulting Powerhouses and the Businesses They Save and Ruin" by James O'Shea and Charles Madigan. The authors look at all of the major consulting firms and their individual legacies. There have been some spectacular success stories and quite a few fiascos, and the authors cover them all with engaging openness. Particularly useful is their insider's description of the culture of major firms such as Bain, Boston Consulting and McKinsey. Since these firms, between them, boast a majority of large companies as clients you learn a great deal about how decisions are made at upper echelons.

  • "Riding the Tiger: Doing Business in a Transforming World" by Owen Harrison. A consultant who practices his trade on six continents, Owen pioneered Open Space Technology, a method of holding meetings that calls for little preparation and no preset agenda and is nevertheless fearsomely productive. An astute observer of the business scene he has some penetrating comments on the change now racking that scene. Like it or not we are in this turmoil together and "...he who rides the tiger does not always choose when to get off."

  • "Infectious Greed: How Deceit and Risk Corrupted the Financial Markets" by Frank Partnoy. The author is a Law School professor and has a keen insight into how the evolution of trading instruments combined with human foibles and lack of regulation to give us spectacular fiascos such as Long Term Capital Management, Enron and WorldCom. If changes are not made now, much worse could follow.

  • "The Human Equation: Building Profits by Putting People First" by Jeffrey Pfeffer. A Stanford Business School professor makes the case that financial success is best assured by treating people as a valuable asset instead of merely paying lip service to the notion as most companies do. Excellent case studies of such companies as SAS which flourish by creating nurturing environment for their workers.

  • "The New Paradigm in Business" - Michael Ray and Alan Rinzler (editors). Sponsored by the World Business Academy, an organization devoted to fostering responsible change in business, the book is a selection of articles and readings by businesspersons, consultants, academics and journalists. The themes are cooperation, ethical responsibilities of business and business as a vehicle for social transformation.

  • "The Loyalty Effect" by Frederick F. Reichheld. A Bain & Company consultant, Reichheld makes a persuasive case for loyalty-based management. He explicitly considers the lifetime value of customers and methods of increasing it. He extends the notion to employees, vendors and other relevant stakeholders and even further to consider loyalty to values and principles. Excellent case studies.

  • "Monkey Business: Swinging Through the Wall Street Jungle" by John Rolfe and Peter Troob. Both authors are MBAs from top schools and joined well-known investment banks in pursuit of fame and fortune. The scales fell from their eyes and they figured that a tell all book was required.

  • "Leading People" by Robert H. Rosen and Paul Brown. The authors identify eight principles of leadership such as vision, trust, creativity and integrity and give case studies of leaders - mostly group executives of companies with an occasional government or not-for-profit thrown in - who are exemplars of each. Some of these cases are pretty good but the few pages devoted to each precludes depth. You don't quite get to know how a company lauded for its creativity does on integrity. However, it does get you thinking.

  • "High-Impact Consulting: How Clients and Consultants Can Work Together to Achieve Extraordinary Results" by Robert H.Schaffer. This is one extraordinarily worthwhile book and I also like its predecessor, The Break Through Strategy. The author's thesis is that most consulting projects fail because the consultant focuses on what needs to be done. The consultant almost never looks at what the client is able or willing to do. The correct way to proceed is to match what should be done with what the client can realistically do given human and organizational constraints. Lots of tips and a strategy for how this can be done. It is written from the viewpoint of a consultant but is equally - or even more - useful for an executive trying to change things from the inside.

  • "When Good Companies Do Bad Things" by Peter Schwartz and Blair Gibb. Legions of well-known companies - Union Carbide, Shell, Nike and Nestle for example - have been guilty of actions that have aroused broad public ire. Why do these ethical lapses occur, and is there any way of putting in place mechanisms to prevent them from happening? The authors take a remarkably balanced approach, neither castigating business as evil nor waxing rhapsodic over the benefits brought to third world countries by their practices. They believe that the serious negotiations of the future will be between NGOs and multinational companies as the only two entities that have truly global perspectives.

  • "The Fifth Discipline: The Art & Practice of the Learning Organization" by Peter M Senge. An MIT professor of organizational theory, Senge has also enjoyed a long tenure on the bestseller list and has just co-authored a fieldbook which shows you how to turn your moribund organization into a learning one. He plugs a systems approach to solving problems so that today's solution does not become tomorrow's problem. Erudite and thoughtful, he has many important points to make including the explicit recognition of how our mental models influence "reality" and the importance of gaining personal mastery. The writing is somewhat verbose, but stick with it.

  • "The Fifth Discipline Fieldbook" by Peter M Senge. This book is co-authored with Richard Ross, Bryan Smith, Charlotte Roberts and Art Kleiner and tells you how to actually apply the theories propounded in the earlier book. It is simply written and chock-full of useful exercises, case histories and practical tools. It is a thick tome so take your time going through it and selecting what will be of most use to you. This is an excellent reference manual and lists great resources.

  • "Clients for Life: How Great Professionals Develop Breakthrough Relationships" by Jagdish Sheth and Andrew Sobel. The authors posit that the best consultants have ongoing - perhaps lifelong - relationships with clients and are consulted on a wide range of issues, even issues that are outside their expertise. Their advice is always valued and frequently heeded. Examples are Aristotle for Alexander, Cardinal Richelieu for King Louis XIII, Harry Hopkins for Franklin D. Roosevelt and Thomas More for King Henry VIII. There are also more recent business examples. The advisor needs a special blend of empathy, depth of understanding and integrity and the authors define the qualities and how to develop them.

  • "Silicon Snake Oil: Second Thoughts on the Information Highway" by Clifford Stoll. The author is one of the pioneers of the Internet and plenty computer literate. He makes a searing case that computerization has gone too far and now detracts from the quality of life. He points out the many deficiencies of cyberspace and documents how the push to computerize schools is likely to produce even more illiterate and innumerate graduates than today's schools do, but at greatly increased cost. His arguments are compelling but he pushes some of them a little too far. Judge for yourself.

  • "Advertising Secrets of the Written Word" by Joseph Sugarman. Joe Sugarman is the copywriting wizard who wrote those incredibly entertaining full-page advertisements for high-technology gizmos. The company he founded, JS&A, was wildly successful and the precursor to others such as The Sharper Image and DAK Industries. He is also the guy behind the BluBlocker sunglasses. These books are a distillation of the marketing lessons he learnt in a lifetime of entrepreneurship and he is incredibly candid. He tells you what worked and why and what didn't work and why. Lots of real examples.

  • "Discovering the Laws of Life" by Sir John Templeton. Templeton is the mutual fund czar who founded the mutual fund family that bears his name and retained his honor while building an enormous fortune. Not an easy task. In this book he reveals the deeper principles by which he steered his business career and invites you to do the same. They apply to your personal life as well. Do not be fooled by its simplicity and apparent naivete, there is much wisdom here.

  • "The Leadership Engine" by Noel M. Tichy with Eli Cohen. Noel is a professor at the University of Michigan business school and director of its Global Leadership Program. He takes you through the guts of many major organizations such as General Electric and Ameritech and dissects their culture. The chapter on values is particularly good and the appendix, a handbook on how you can create leaders in your turn, has much food for thought. Tichy's thing is that you should have your own "teachable point of view".

  • "Control Your Destiny or Someone Else Will" by Noel M. Tichy and Stratford Sherman. Both authors are intimately familiar with General Electric and its charismatic leader, Jack Welch. They take you behind the scenes and show you what happened when Welch took over the reins from Reginald Jones, and why. What was the reason that one of America's biggest and most profitable companies was literally turned upside down and inside out, the human cost of such turmoil and how the spectacular and well-documented productivity increases came about. You may like or abominate Welch, but it is indisputable that he set a trend in motion and many, many companies are doing likewise with varying degrees of success. Read this book to find out what and why.

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