Major New York Times bestseller
Over two million copies sold
Selected by the New York Times Book Review as one of the ten best books of 2011
Selected by The Wall Street Journal's as one best nonfiction books of 2011
2013 Presidential Medal of Freedom Recipient
Daniel Kahneman's work with Amos Tversky is the subject of Michael Lewis's best-selling The Undoing Project: A Friendship That Changed Our Minds
What happens next? We all face hard decisions every day and the choices we make, and how others perceive them, can be life-changing. There are countless books on how to make those tough calls, but How Women Decide is the first to examine a much overlooked truth: men and women approach decisions differently, and often in surprising ways. Stress? It makes women more focused. Confidence? Caution can lead to stronger decisions. And despite popular misconceptions, women are just as decisive as men--though they may pay for it. Pulling from the latest science on decision-making, as well as lively stories of real women and their experiences, cognitive scientist Therese Huston teaches us how we can best shape our habits, perceptions, and strategies, not just to make the most of our own opportunities, but to reshape the culture and bring out the best decisions--regardless of who's making them. "I thought I had read everything I needed to read on gender differences, but, as a CEO, this book showed me a new and critically important area in which we need to be very aware of our biases and take the steps Huston recommends to address them."--Anne-Marie Slaughter, author of Unfinished Business: Women Men Work Family and president and CEO of New America
1. Launch every innovation project with the right groundwork
2. Build and refine ideas and products through iterative action
3. Identify and embed the learning Fail Better teaches you how to design your efforts to test the boundaries of your thinking, explore crucial interdependencies, and find the factors that can shift results from just acceptable to groundbreaking--or even world-changing. Practical instructions intertwined with compelling real-world examples show you how to:
- Make predictions and map system relationships ahead of time so you can better assess results
- Establish how much failure you can afford
- Prioritize project activities for disconfirmation and iteration
- Learn from every action step by collecting and examining the right data
- Support efficient, productive habits to link action and reflection
- Distill, share, and embed the lessons from every success and failure You may be a Fortune 500 manager, scrappy start-up innovator, social impact visionary, or simply leading your own small project. If you aim to break through without breaking the bank--or ruining your reputation--this book is for you.
Sales genius is a team sport.As a B2B sales leader, you know that by Murphy's Law, despite your team's best efforts, some deals will inevitably get stuck or key relationships will go sour. And too often, it's the most important ones--the last thing you need when millions of dollars are on the line. "Dealstorming" is Tim Sanders's term for a structured, scalable, repeatable process that can break through any sales deadlock. He calls it "a Swiss Army knife for today's toughest sales challenges." It fixes the broken parts of the brainstorming process and reinvigorates account management for today's increasingly complicated sales environment. Dealstorming drives sales innovation by combining the wisdom and creativity of everyone who has a stake in the sale. You may think you are applying teamwork to your challenges, but don't be so sure. There's a good chance you're operating inside a sales silo, not building a truly collaborative team across your whole company. The more disciplines you bring into the process, the more unlikely (but effective ) solutions the team can come up with. Sanders explains his seven-step Dealstorming process and shows how it has helped drive results for companies as diverse as Yahoo , CareerBuilder, Regus, and Cond Nast. You'll learn how to get the right team on board for a new dealstorm, relative to the size of the sales opportunity and its degree of difficulty. The key is adding people from non-sales areas of your company, making them collaborators early in the process. That will help them own the execution and delivery after the deal is done. The book includes real world examples from major companies like Oracle and Skillsoft, along with problem finding exercises, innovation templates, and implementation strategies you can apply to your unique situation. It's based on Sanders' many years as a sales executive and consultant, personally leading dozens of sales collaboration projects. It also features the results of interviews with nearly two hundred B2B sales leaders at companies such as LinkedIn, Altera and Novell. The strategies laid out in Dealstorming have led to a stunning 70% average closing ratio for teams across all major industries, leading to game-changing deals and long-term B2B relationships. Now you can learn how to make dealstorming work for you.
How is it that the most carefully laid business strategies can go horribly wrong when put into practice? Robert Rowland Smith's answer, based on years of experience in high-level consultancy, is that "reality eats strategy for breakfast": strategy, based on projections and assuming business is a rational pursuit, can't deal with the messy reality of life.
Robert Rowland Smith advises blue-chip companies, teaches at London's School of Life, and writes, among other things, a regular column in the Sunday Times.
Posth arrived in China with a vision. He navigated a steep learning curve, achieved his goals and now shares an insightful, first-hand account of an intriguing journey that included bumps and highlights. 1,000 Days in Shanghai is a breathtaking manual for anyone contemplating a business career in the increasingly vibrant arena of today's China. It is also a personal account, done with great sensitivity, revealing between the lines a deep respect for the spirit that propels China's social and industrial revolution today.
--Hans Michael Jebsen, Chairman, Jebsen and Co., Ltd.
To really understand China's economic development, one needs to look at the history of individual projects. This applies in particular to those who are considering a venture on site. This book by Martin Posth is a unique document on the subject: evidence of profound knowledge, didactically sound, with comprehensible conclusions--simply readable
--Prof. Heinrich v. Pierer, Former Chairman of the Supervisory Board, Siemens AG, Former Chairman of the German Asian-Pacific Business Commission, Co-Chairman of the German-Chinese Dialog Forum
This book is a must-read for anyone seeking to work in or via China. The personal experiences of a pioneering manager can also help management to see the transformation of China in a new light. Anybody wanting to be successful in China should heed the practical lessons that Martin Posth draws.
--Prof. Dr. Eberhard Sandschneider, Otto-Wolff-Director, Research Institute, Executive Officer, German Council on Foreign Relations (DGAP)
In establishing the Volkswagen works in Shanghai at the beginning of Deng Xiaoping's reform era, Martin Posth made a breach in the wall behind which the People's Republic of China had dug its trenches up until then. His experiences are useful for anyone wanting to work the Chinese market with any degree of success. The fascinating reading that his report makes, and heeding his lessons, can help any entrepreneur to avoid costly mistakes.
--Dr. Theo Sommer, DIE ZEIT, Editor-at-Large
For the Chinese, this book by Martin Posth is a historic document on the Open Door Policy for foreign investors. It is a must-read.
--Prof. Xu Kuangdi, Mayor of Shanghai 1995-2001; Chairman, China Federation of Industrial Economics (CFIE); Co-Chairman of the German-Chinese Dialog Forum
Research and experience demonstrate two areas with which many new managers are completely unfamiliar: delegating tasks and work, and making decisions. Some struggle with this for years. But it doesn't have to be hard. 151 Quick Ideas for Delegating and Decision Making combines 50 years' experience of two managers, and the experiences of other managers who have been interviewed and observed. Each real world idea has been tried and tested. The best ones are here, in an easy to understand form for you to use. Select those that fit your particular circumstance, for example: -- Start with the End in Mind -- Know which decisions to make when -- Avoid group think -- Show them, don't tell them -- Put confidence in competence -- Give credit and reward success And even if you are already in a supervisory position, this book can help you do a more effective and efficient job at managing people and tasks.
All organizations recognise the importance of strategy creation and execution: strategy is the process of developing the corporate future. Unfortunately, it often doesn't generate the required results. This book presents a new 8-step process for creating a strategy that really delivers. For each step, the book describes the key parts of the process, shows how to avoid the potential pitfalls, and points to the most useful strategic models and frameworks. Readers can see the process in action by following the intriguing case study that unfolds throughout the book. One of the critical determinants of strategic success is to see strategy not just as planning but as a process that involves dialogues with multiple stakeholders, both within and outside the company. This concept is integrated into every phase of the 8-step approach and is at the heart of its effectiveness in creating strategy that delivers in practice.