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sara.windham@bisd.net

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Aledo ISD
rfaulkner@aledoisd.org
817-441-5199

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stevenmckissick@lorenaisd.net
(254) 857-4798

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boyettj@navasotaisd.org

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cgray@detroiteagles.net
(903) 674-2244

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hullr@georgetownisd.org

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Thank you Steve!

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sjeter@reg8.net

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Insight: Making sure scarce funding is giving us the optimal output.

This is a team-based approach, relying on multiple experts having a seat at the table (collaborative and inclusive).

Connection: Everything is tied to student outcomes! How are we doing?

Questions:
How does a superintendent steer conversations to be inclusive, collaborative and align with district goals?

What is best practices for timelines to ensure governance is involved.

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Who is taking ownership of the budget process?

Is everything coming out of the correct funds?

Make sure all key players know there responsibilities and expectations (Checks and Balances)

Making time to plan together with all stakeholders to complete a needs assessment.

Do we have meetings to review current needs and establish how we are managing funds, do we need to reallocate funds based on current spending.

Frequently check accounts to make sure everything is coded correctly and coming from the intended account.

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Utilizing a strategic approach for sped resource allocation that encompasses the synthesis and analysis of financial and programmatic data while maximizing the use of all available revenue sources enables optimal utilization of sped funding in the development of a sped budget reasonably calculated to ensure compliance with regulatory requirements and ever-improving programs and services.

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Application of conceptual eclecticism to theoretical orientation in distinctly purposeful transactional phases cadenced through systematic throttling culminates in the Master Class Framework

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Strategize:
Preparatory Planning Process

Synthesize:
Creatively Combined Data Sets

Analyze:
Trend Tracking & Anomalies

Maximize:
Ideation & Insight Exploration

Optimize:
Resource Allocation Optimization

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Maximum Impact Accelerator
When organizational continuity is optimal, systematic throttling maximizes impact and accelerates progress.

Conceptual Application Variation
Going Fast - Going Slow
Thinking Fast - Thinking Slow
Moving Fast - Moving Slow
Acceleration -  Deceleration
Persevering - Pausing - Pivoting

Internal Influencing Indicators
Intuitive Instinctual Intelligence
Informs Iterative Inclinations
Transactional Tone & Tenor
Transitional Traction & Timing

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All businesses experience interplay between internal forces (operational variables) and external forces (regulatory variables) leading to adaptations in some and the obsolescence of others. While not in the traditional sense, schools are businesses struggling to adapt internal operations (pedagogy & practices) in response to external regulations (policies & procedures). Historically, the “business model” of most schools looks something like this. Based on a model of diminishing resources and constraining variables, plans for school operations derived in central office determine how classrooms and campuses carry out the business of teaching children. And so it goes from one generation to the next with little to no need for systemwide reform or adaptation. This is until now. Public education is at a point in time when external forces have led to shifting of internal variables .

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This conceptually eclectic hypotheses anchored in observational insight, postulates the theoretical plausibility of a universally scientific Leadership Scalability Model analogously present in application within the atomic characteristics and composition of Gold.

Gold Atomic Structure
Essential Numbers (EN)

Inner Circle (EN2)

Secondary Circle (EN2)

Triangulating Circle (EN8)

Quadratic Circle (EN16)

Impact Circle (EN32)

Shadow Circle (EN16)
Primary Circle (EN1)

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Actions always follow thought. Thinking things we always think results in habitual behaviors attempting to fix system failures with questions answered from solutions derived by people from within, but without consideration to the questions being asked solutions tried in isolation rarely triumph and never last. To arrive at new solutions, we must think new thoughts and do different things. The Master Craft Framework emphasizes novel ideas and insights often masked by beliefs, bias, and blind spots. Master Class phases are designed so that if one spends adequate time in each phase of the process hidden insights will be illuminated. When carrying out administrative responsibilities habitual thinking might result in spending more time than needed on enjoyable activities while neglecting time commitments to less desirable activities. Each framework allows efficiency of effort and optimization of creative strategy. Working the process in place of working a problem maintains hyper focus on ideation influenced by creative constraints feeding constructive cravings fueling creativity over competition. The smartest person in the room is the room. Process over problem promotes abundance mindsets by uniting team members in the shared search for novel solutions. Novel solutions require new ways of thinking. Systems always produce that which they are configured to produce. Changes to system structure serve as catalyst for change in human behavior as structural transitions begin to impact people, processes, and mindsets creating organizational turbulence that flows through an organization like ripples on a pond. Felt most intensely closer to its source, this environmental turbulence travels from source outwards in all directions until it reaches the limits of its environmental reach and influential barriers. Organizations are conditioned to successfully navigate minimal systemic turbulence with each person serving to buffer for impact shocks to the system in which they willfully coalesce. As measured adaptions in group thought diffuse throughout the system, improvised actions of individuals collectively serving as human and cultural capital allows for systematic equilibration resetting beliefs and behaviors in accordance with human and cultural adaptations in thought and action. And so it goes, the system knows the minimally required actions by which they must somehow adjust their thinking to allow it. Leveraging this process enables insightful leaders to instill calculated amounts of (Deterministic Chaos) into a system’s evolutionary equation with careful consideration of input variations accounting for outcome equilibrations in the scientific application of (The Law of the Diffusion of Innovation). Below are action orients as they apply to people, processes, and mindsets:

People

Process

When new technologies and ideas come about, people must choose to continue thinking and behaving as the have always done or choose to change their thinking and behavior so they can say, have, use, or buy they new thing that inspired their adaptation. Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. According to the law of diffusion of innovation, people fall into one of five adopter categories each with specific characteristics that result in the rate at which each groups members adapts to perceived innovations.
The five adopter categories are:

1. Innovators
2. Early Adopters
3. Early Majority
4. Late Majority
5. Laggards.

The general principle driving this theory is that to accelerate behavioral adaptation within society or a system is to identify The Innovators and Early Adopters and focus resources and efforts in a manner as to maximize the influence they have on the adoption rates within the system. Simon Sinek’s TEDTalk on the topic illuminated a strategy one might use to ignite the inspiration of to act by speaking in a way that the brain wants to listen.

Processes

Mindsets
Emotional compassing
Foster abundance mindset

Emphasize creation over competition

Leverage each crisis

Creativity craves constraints
Illuminate Blind Spots

Eliminate Bias

Conceptual eclecticism

Carefully confront quiet conspiracy

Organizational topography

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Latent Leadership Levers
People - Human Capital
Process- Organizational Capital
Mindsets - Influential Capital

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Are you above average? Is your child an A student? Is your employee an introvert or an extrovert? Every day we are measured against the yardstick of averages, judged according to how closely we come to it or how far we deviate from it.

The assumption that metrics comparing us to an average-like GPAs, personality test results, and performance review ratings-reveal something meaningful about our potential is so ingrained in our consciousness that we don't even question it. That assumption, says Harvard's Todd Rose, is spectacularly-and scientifically-wrong.

In The End of Average, Rose, a rising star in the new field of the science of the individual shows that no one is average. Not you. Not your kids. Not your employees. This isn't hollow sloganeering-it's a mathematical fact with enormous practical consequences. But while we know people learn and develop in distinctive ways, these unique patterns of behaviors are lost in our schools and businesses which have been designed around the mythical "average person." This average-size-fits-all model ignores our differences and fails at recognizing talent. It's time to change it.

Weaving science, history, and his personal experiences as a high school dropout, Rose offers a powerful alternative to understanding individuals through averages: the three principles of individuality. The jaggedness principle (talent is always jagged), the context principle (traits are a myth), and the pathways principle (we all walk the road less traveled) help us understand our true uniqueness-and that of others-and how to take full advantage of individuality to gain an edge in life.

Read this powerful manifesto in the ranks of Drive, Quiet, and Mindset-and you won't see averages or talent in the same way again.

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Are you above average? Is your child an A student? Is your employee an introvert or an extrovert? Every day we are measured against the yardstick of averages, judged according to how closely we come to it or how far we deviate from it.The assumption that metrics comparing us to an average-like GPAs, personality test results, and performance review ratings-reveal something meaningful about our potential is so ingrained in our consciousness that we don't even question it.

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"An enthusiastic, example-rich argument for innovating in a particular way-by deliberately experimenting and taking small exploratory steps in novel directions. Light, bright, and packed with tidy anecdotes" ( The Wall Street Journal).

What do Apple CEO Steve Jobs, comedian Chris Rock, prize-winning architect Frank Gehry, and the story developers at Pixar films all have in common? Bestselling author Peter Sims found that rather than start with a big idea or plan a whole project in advance, they make a methodical series of little bets, learning critical information from lots of little failures and from small but significant wins.

Reporting on a fascinating range of research, from the psychology of creative blocks to the influential field of design thinking, Sims offers engaging and illuminating accounts of breakthrough innovators at work, and a whole new way of thinking about how to navigate uncertain situations and unleash our untapped creative powers.

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"An enthusiastic, example-rich argument for innovating in a particular way-by deliberately experimenting and taking small exploratory steps in novel directions. Light, bright, and packed with tidy anecdotes" (The Wall Street Journal).What do Apple CEO Steve Jobs, comedian Chris Rock, prize-winning architect Frank Gehry, and the story developers at Pixar films all have in common?

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Tim Brown is the CEO and president of IDEO. Ranked independently among the ten most innovative companies in the world, IDEO is the global consultancy that contributed to such standard-setting innovations as the first mouse for Apple and the Palm V.

Today IDEO applies its human-centered approach to drive innovation and growth for the world's leading businesses, as well as for government, education, health care, and social sectors. Tim advises senior executives and boards of Fortune 100 companies and has led strategic client relationships with such corporations as Microsoft, PepsiCo, Procter & Gamble, and Steelcase.

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In Change by Design, Tim Brown, CEO of IDEO, the celebrated innovation and design firm, shows how the techniques and strategies of design belong at every level of business. Change by Design is not a book by designers for designers; this is a book for creative leaders who seek to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.

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"The 4 Disciplines of Execution is a book every leader should read." -Clayton Christensen, Professor, Harvard Business School, and author of The Innovator's Dilemma For fans of Good to Great and The First 90 Days, The Four Disciplines of Execution is the foundational text for creating lasting organizational change. A #1 Wall Street Journal bestseller with more than 500,000 copies sold, The Four Disciplines of Execution will radically change your business.
Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it's likely no one even noticed. What happened?

Often, the answer is that the "whirlwind" of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow. The 4 Disciplines of Execution can change that forever.

The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing your most important strategic priorities in the midst of the whirlwind. By following the 4 Disciplines-Focus on the Wildly Important; Act on Lead Measures; Keep a Compelling Scoreboard; Create a Cadence of Accountability-leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams.

4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results, regardless of the goal. 4DX represents a new way to think and work that is essential to thriving in today's competitive climate. The 4 Disciplines of Execution is one book that no business leader can afford to miss.

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"The 4 Disciplines of Execution is a book every leader should read." -Clayton Christensen, Professor, Harvard Business School, and author of The Innovator's Dilemma For fans of Good to Great and The First 90 Days, The Four Disciplines of Execution is the foundational text for creating lasting organizational change.

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Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched.

Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.

The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on "validated learning," rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.

Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs - in companies of all sizes - a way to test their vision continuously, to adapt and adjust before it's too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.

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Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched. Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty.

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"Design is the rendering of intent." What if education leaders approached their work with the perspective of a designer? This new perspective of seeing the world differently is desperately needed in schools and begins with school leadership.

Alyssa Gallagher and Kami Thordarson, widely recognized experts on Design Thinking, educational leadership, and innovative strategies, call this new perspective design-inspired leadership-one of the most powerful ways to ignite positive change and address education challenges using the same design and innovation principles that have been so successful in private industry.

Design Thinking for School Leaders explores the changing landscape of leadership and offers practical ways to reframe the role of school leader using Design Thinking, one step at a time. Leaders can shift from "accidental designers" to "design-inspired leaders," acting with greater intention and achieving greater impact. You'll learn how viewing the world through a more empathetic lens-a critical first step on the path to becoming a design-inspired leader-can raise your awareness of the uniqueness of your teachers and students and prompt you to question the ways in which they experience your school.

Gallagher and Thordarson detail five specific roles to help you identify opportunities for positively impacting students, teachers, districts, parents, and the community:

* Opportunity Seeker. Shifts from problem solving to problem finding.

* Experience Architect. Designs and curates learning experiences.

* Rule Breaker. Challenges the way things are "always" done.

* Producer. Gets things done and creates rapid learning cycles for teams.

* Storyteller. Captures the hearts and minds of a community.

Full of examples of Design Thinking in action in schools across the country, Design Thinking for School Leaders can help you guide your school to the forefront of the new design + education movement, one that will move traditional education into the modern world and drive the future of learning.

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"Design is the rendering of intent." What if education leaders approached their work with the perspective of a designer?

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For students with disabilities, including those with complex support needs, inclusion means more than just physical presence in a classroom-it means valued membership and full participation in a general education classroom and the school community. This book is your school team's practical blueprint for making authentic inclusion happen in K-12 classrooms.

Taking the stress and uncertainty out of inclusion, top expert Cheryl M. Jorgensen guides you step by step through her accessible approach to creating inclusive learning environments for students with autism, Down syndrome, intellectual disability, and multiple disabilities. You'll get a clear rationale for meaningful inclusion and learn how to use strengths-based, person-centered planning to meet the needs of each individual student. Concrete, research-based examples show you what successful inclusion looks like, and ready-to-use strategies help you implement each stage of inclusion, from presuming competence to supporting the transition to adult life.

Especially helpful for new teachers-but a great source of real-world ideas for any educator or parent-this essential guidebook will help your school team develop fully inclusive classrooms where every student learns and thrives.

DISCOVER HOW TO Watch a webinar to get an inside look?

presume and construct all students' competence

develop supports to promote participation and learning

write inclusive, standards-based IEPs

collaborate with all IEP team members

promote friendships and social connections

assess academic progress

help students transition to the next grade

support students as they plan for life after high school

overcome common challenges to inclusion

PRACTICAL MATERIALS: Three in-depth case studies woven throughout the chapters, helpful checklists and tables, sample IEPs, additional online resources, and reproducible forms to help you implement inclusion.

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it's more than "just being" (: creating authentic inclusion for students with complex support needs)

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inclusive education; teaching students with special needs; student-centered planning; accommodations; modifications; ieps; inclusive classroom; inclusive schools; including students with special needs; special education

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It's More Than "Just Being" (: Creating Authentic Inclusion for Students with Complex Support Needs)

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It's More Than Just Being (: Creating Authentic Inclusion for Students with Complex Support Needs) [Jorgensen Ph.D., Cheryl M., Kluth Ph.D., Paula, Habib B.A., Dan] on Amazon.com. *FREE* shipping on qualifying offers. It's More Than Just Being (: Creating Authentic Inclusion for Students with Complex Support Needs)

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DEATH & LIFE OF GREAT AMERICAN SCHOOL SYSTEM

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DEATH & LIFE OF GREAT AMERICAN SCHOOL SYSTEM

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In this landmark book, Diane Ravitch - former assistant secretary of education and a leader in the drive to create a national curriculum - examines her career in education reform and repudiates positions that she once staunchly advocated. Drawing on over forty years of research and experience, Ravitch critiques today's most popular ideas for restructuring schools, including privatization, the Common Core, standardized testing, the replacement of teachers by technology, charter schools, and vouchers. She shows conclusively why the business model is not an appropriate way to improve schools. Using examples from major cities like New York, Philadelphia, Chicago, Denver, and San Diego, Ravitch makes the case that public education today is in peril and includes clear prescriptions for improving America's schools.

The Death and Life of the Great American School System is more than just an analysis of the state of play of the American education system. It is a must-read for any stakeholder in the future of American schooling.

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The Death and Life of the Great American School System

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An urgent case for protecting public education, from one of America's best-known education experts In this landmark book, Diane Ravitch - former assistant secretary of education and a leader in the drive to create a national curriculum - examines her career in education reform and repudiates positions that she once staunchly advocated.

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Most people believe that the best way to motivate is with rewards like money-the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). 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.

Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does-and how that affects every aspect of life. He examines the three elements of true motivation-autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.

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The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation. Most people believe that the best way to motivate is with rewards like money-the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others).

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#1 Wall Street Journal Bestseller has become a cult classic, beloved by men and women around the world who apply its wisdom to become more successful at whatever they do.

Its many fans include a former governor and movie star (Arnold Schwarzenegger), a hip hop icon (LL Cool J), an Irish tennis pro (James McGee), an NBC sportscaster (Michele Tafoya), and the coaches and players of winning teams like the New England Patriots, Seattle Seahawks, Chicago Cubs, and University of Texas men's basketball team.

The book draws its inspiration from stoicism, the ancient Greek philosophy of enduring pain or adversity with perseverance and resilience. Stoics focus on the things they can control, let go of everything else, and turn every new obstacle into an opportunity to get better, stronger, tougher. As Marcus Aurelius put it nearly 2000 years ago: "The impediment to action advances action. What stands in the way becomes the way."

Ryan Holiday shows us how some of the most successful people in history--from John D. Rockefeller to Amelia Earhart to Ulysses S. Grant to Steve Jobs--have applied stoicism to overcome difficult or even impossible situations. Their embrace of these principles ultimately mattered more than their natural intelligence, talents, or luck.

If you're feeling frustrated, demoralized, or stuck in a rut, this book can help you turn your problems into your biggest advantages. And along the way it will inspire you with dozens of true stories of the greats from every age and era.

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1 Wall Street Journal Bestseller The Obstacle is the Way has become a cult classic, beloved by men and women around the world who apply its wisdom to become more successful at whatever they do.

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From Gallup: a landmark study of great leaders, teams and the reasons why people follow.

More than a decade ago, Gallup unveiled the results of a landmark 30-year research project that ignited a global conversation on the topic of strengths. Since then, more than 23 million people have taken Gallup's CliftonStrengths (formerly StrengthsFinder) assessment, which forms the core of several books on this topic, including the #1 international bestseller StrengthsFinder 2.0.

In recent years, while continuing to learn more about strengths, Gallup scientists have also been examining decades of data on the topic of leadership. They studied more than 1 million work teams, conducted more than 20,000 in-depth interviews with leaders, and even interviewed more than 10,000 followers around the world to ask exactly why they followed the most important leader in their life.

Gallup reveals the results of this research in Strengths Based Leadership. Based on Gallup's discoveries, the book identifies three keys to being a more effective leader: knowing your strengths and investing in others' strengths, getting people with the right strengths on your team, and understanding and meeting the four basic needs of those who look to you for leadership.

As you read Strengths Based Leadership, you'll hear firsthand accounts from some of the most successful organizational leaders in recent history, from the founder of Teach For America to the president of The Ritz-Carlton, as they discuss how their unique strengths have driven their success. Filled with novel research and actionable ideas, Strengths Based Leadership will give you a new road map for leading people toward a better future.

A unique access code allows you to take a leadership version of Gallup's CliftonStrengths assessment. The leadership version provides you with specific strategies for leading with your top five strengths and enables you to plot the strengths of your team based on the four domains of leadership strength revealed in the book.

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From Gallup: a landmark study of great leaders, teams and the reasons why people follow.More than a decade ago, Gallup unveiled the results of a landmark 30-year research project that ignited a global conversation on the topic of strengths.

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Simon Sinek sparked a movement with his bestsellers START WITH WHY and LEADERS EAT LAST. Now this beautifully illustrated book will inspire more readers to ask for help, help others, and discover their own courage through a charming story about change.

Life is a series of choices. Do we go left or right? Jump forward or hold back?

Sometimes our choices work out for the better...and sometimes they don't. But there is one choice, regardless of every other decision, that profoundly affects how we feel about our journey: Do we go alone or do we go together?

It is the courageous few who ask for help. It is the giving few willing to help others. We can all find the courage we need and know the joy of service - the minute we learn that together is better.

Filled with inspiring quotes, this richly illustrated fable tells a delightful story of three kids who go on a journey to a new playground and take a stand for what they believe. The story is a metaphor for anyone looking to make a change or wondering how to pursue their dreams. And the message is simple: relationships - real, human relationships - really, really matter. The stronger our relationships, the stronger the bonds of trust and cooperation, the more we can accomplish and the more joy and fulfillment we get from our work and personal lives.

The three heroes are archetypes who represent us all at various points in our lives. Their main challenge is the same one we face every day: How can we find the things we're looking for? According to Sinek, if we each do our part to help advance a shared vision, we can build the world we imagine.

In addition to the story itself, Sinek shares such profound lessons as:

- A team is not a group of people that work together. A team is a group of people that trust each other.

- Fight against something and we focus on the thing we hate. Fight for something and we focus on the thing we love.

- Working hard for something we don't care about is called stress. Working hard for something we love is called passion.

- A star wants to see himself rise to the top. A leader wants to see those around him become stars.

Together is Better was designed to be given as a gift to someone you want to inspire, or to say thank you to someone who inspires you. It's completely different from Sinek's previous work. It may look like a children's book, but it's definitely for adults.

This book includes a special page featuring the Scent of Optimism.

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Simon Sinek sparked a movement with his bestsellers START WITH WHY and LEADERS EAT LAST. Now this beautifully illustrated book will inspire more readers to ask for help, help others, and discover their own courage through a charming story about change. Life is a series of choices. Do we go left or right?

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Why are some people and organizations more innovative, more influential, and moer 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?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers might have little in common, but they all started with why. It was their natural ability to start with why that enabled them to inspire those around them and to achieve remarkable things.

In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way -- and it's the complete opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be lead, and people can be inspired. And it all starts with WHY.

Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. WHY is not money or profit-- those are always results. WHY does your organization exist? WHY does it do the things it does? WHY do customers really buy from one company or another? WHY are people loyal to some leaders, but not others?

Starting with WHY works in big business and small business, in the nonprofit world and in politics. Those who start with WHY never manipulate, they inspire. And the people who follow them don't do so because they have to; they follow because they want to.

Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.

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Why do you do what you do? Why are some people and organizations more innovative, more influential, and moer 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?

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Read an Excerpt

Radical Candor

How To Be A Kick-Ass Boss Without Losing Your Humanity

By Kim Scott

St. Martin's Press

Copyright © 2017 Kim Scott
All rights reserved.
ISBN: 978-1-250-10350-5

CHAPTER 1
BUILD RADICALLY CANDID RELATIONSHIPS Bringing your whole self to work
IT'S CALLED MANAGEMENT, AND IT'S YOUR JOB

I USUALLY FELT a little surge of pleasure as I stepped off the elevator into the cavernous former warehouse in the East Village we'd rented as the office of Juice Software, the start-up I'd cofounded in 2000. That day, I just felt stressed.

The engineers had worked nights and weekends on an early "beta" version of our product, which would be ready in a week. The sales team had gotten thirty big-name customers lined up for beta testing. If those customers were using our product, we'd be able to raise another round of funding. If not, we'd run out of money in six months.

There was one blocker: me. The night before, one of our angel investors, Dave Roux, had told me he thought our pricing was all wrong. "Think about the last time you bought a used car - one that cost less than $10,000. Now, think about the guy who sold it to you. That's who your salespeople will be. That's who'll represent you in the market." I knew in my gut Dave was right, but I couldn't go to my sales team or my board and change everything just based on a gut feeling. I needed to sit down and do some analysis - fast. I'd cleared my calendar of meetings for the morning so I could do just that.

I'd gotten only a few steps into the office when a colleague suddenly ran up. He needed to talk right away. He had just learned that he might need a kidney transplant, and he was completely freaked out. After an hour and two cups of tea, he seemed calmer.

I walked toward my desk, past an engineer whose child was in the ICU. Must check in. "How'd your son do last night?" I asked. He hadn't improved - and as he told me how the night had gone we both had tears in our eyes. I convinced him to leave the office and go and take care of himself for an hour before returning to the hospital.

I left his desk drained, passing by our quality assurance manager. His child had better news: she'd just received the highest score in the entire state on a standardized math test. He wanted to talk about it. I felt emotional whiplash as I jumped from sympathy to celebration.

By the time I got back to my desk, I had no time or emotional reserves to think about pricing. I cared about each of these people, but I also felt worn out - frustrated that I couldn't get any "real" work done. Later that day, I called my CEO coach, Leslie Koch, to complain.

"Is my job to build a great company," I asked, "or am I really just some sort of emotional babysitter?"

Leslie, a fiercely opinionated ex-Microsoft executive, could barely contain herself. "This is not babysitting," she said. "It's called management, and it is your job!"

Every time I feel I have something more "important" to do than listen to people, I remember Leslie's words: "It is your job!" I've used Leslie's line on dozens of new managers who've come to me after a few weeks in their new role, moaning that they feel like "babysitters" or "shrinks."

We undervalue the "emotional labor" of being the boss. That term is usually reserved for people who work in the service or health industry: psychiatrists, nurses, doctors, waiters, flight attendants. But as I will show in the pages to come, this emotional labor is not just part of the job; it's the key to being a good boss.

HOW TO BE A GOOD BOSS

GIVEN MY LINE of work, I get asked by almost everyone I meet how to be a better boss/manager/leader. I get questions from the people who worked for me, the CEOs I coached, the people who attended a class I taught or a talk I gave. I get questions from people who are using the management software system that Russ Laraway and I cofounded a company, Candor, Inc., to build. Others have submitted their management dilemmas to our Web site (radicalcandor.com). But questions also come from the harried parent sitting next to me at the school play who doesn't know how to tell the babysitter not to feed the kids so much sugar; the contractor who is frustrated when his crew doesn't show up on time; the nurse who's just been promoted to supervisor and is telling me how bewildering it is - as she takes my blood pressure, I feel I should be taking hers; the business executive who's speaking with exaggerated patience into his cell phone as we board a plane, snaps it shut, and asks nobody in particular, "Why did I hire that goddamn moron?"; the friend still haunted by the expression on the face of an employee whom she laid off years ago. Regardless of who asks the questions, they tend to reveal an underlying anxiety: many people feel they aren't as good at management as they are at the "real" part of the job. Often, they fear they are failing the people who report to them.

While I hate to see this kind of stress, I find these conversations productive because I know I can help. By the end of these talks, people feel much more confident that they can be a great boss.

There's often a funny preamble to the questions I get, because most people don't like the words for their role: "boss" evokes injustice, "manager" sounds bureaucratic, "leader" sounds self-aggrandizing. I prefer the word "boss" because the distinctions between leadership and management tend to define leaders as BSers who don't actually do anything and managers as petty executors. Also, there's a problematic hierarchical difference implied in the two words, as if leaders no longer have to manage when they achieve a certain level of success, and brand-new managers don't have to lead. Richard Tedlow's biography of Andy Grove, Intel's lengendary CEO, asserts that management and leadership are like forehand and backhand. You have to be good at both to win. I hope by the end of this book you'll have a more positive association with all three words: boss, manager, leader.

Having dispensed with semantics, the next question is often very basic: what do bosses/managers/leaders do? Go to meetings? Send emails? Tell people what to do? Dream up strategies and expect other people to execute them? It's tempting to suspect them of doing a whole lot of nothing.

Ultimately, though, bosses are responsible for results. They achieve these results not by doing all the work themselves but by guiding the people on their teams. Bosses guide a team to achieve results.

The questions I get asked next are clustered around each of these three areas of responsibility that managers do have: guidance, team-building, and results.

First, guidance.

Guidance is often called "feedback." People dread feedback - both the praise, which can feel patronizing, and especially the criticism. What if the person gets defensive? Starts to yell? Threatens to sue? Bursts into tears? What if the person refuses to understand the criticism, or can't figure out what to do to fix the problem? What if there isn't any simple way to fix the problem? What should a boss say then? But it's no better when the problem is really simple and obvious. Why doesn't the person already know it's a problem? Do I actually have to say it? Am I too nice? Am I too mean? All these questions loom so large that people often forget they need to solicit guidance from others, and encourage it between them.

Second, team-building.

Building a cohesive team means figuring out the right people for the right roles: hiring, firing, promoting. But once you've got the right people in the right jobs, how do you keep them motivated? Particularly in Silicon Valley, the questions sound like this: why does everyone always want the next job when they haven't even mastered the job they have yet? Why do millennials expect their career to come with instructions like a Lego set? Why do people leave the team as soon as they get up to speed? Why do the wheels keep coming off the bus? Why won't everyone just do their job and let me do mine?

Third, results.

Many managers are perpetually frustrated that it seems harder than it should be to get things done. We just doubled the size of the team, but the results are not twice as good. In fact, they are worse. What happened? Sometimes things move too slowly: the people who work for me would debate forever if I let them. Why can't they make a decision? But other times things move too fast: we missed our deadline because the team was totally unwilling to do a little planning - they insisted on just firing willy-nilly, no ready, no aim! Why can't they think before they act? Or they seem to be on automatic pilot: they are doing exactly the same thing this quarter that they did last quarter, and they failed last quarter. Why do they expect the results to be different?

Guidance, team, and results: these are the responsibilities of any boss. This is equally true for anyone who manages people - CEOs, middle managers, and first-time leaders. CEOs may have broader problems to deal with, but they still have to work with other human beings, with all the quirks and skills and weaknesses just as apparent and relevant to their success in the C Suite as when they got their very first management role.

It's natural that managers who wonder whether they are doing right by the people who report to them want to ask me about these three topics. I'll address each fully over the course of this book.

RELATIONSHIPS, NOT POWER, DRIVE YOU FORWARD

BUT THE MOST important question, the question that goes to the heart of being a good boss, doesn't usually get asked. An exception was Ryan Smith, the CEO of Qualtrics. I'd just started coaching him, and his first question to me was, "I have just hired several new leaders on my team. How can I build a relationship with each of them quickly, so that I can trust them and they can trust me?" Very few people focus first on the central difficulty of management that Ryan hit on: establishing a trusting relationship with each person who reports directly to you. If you lead a big organization, you can't have a relationship with everyone; but you can really get to know the people who report directly to you. Many things get in the way, though: power dynamics first and foremost, but also fear of conflict, worry about the boundaries of what's appropriate or "professional," fear of losing credibility, time pressure.

Nevertheless, these relationships are core to your job. They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively. If you think that you can do these things without strong relationships, you are kidding yourself. I'm not saying that unchecked power, control, or authority can't work. They work especially well in a baboon troop or a totalitarian regime. But if you're reading this book, that's not what you're shooting for.

There is a virtuous cycle between your responsibilities and your relationships. You strengthen your relationships by learning the best ways to get, give, and encourage guidance; by putting the right people in the right roles on your team; and by achieving results collectively that you couldn't dream of individually. Of course, there can be a vicious cycle between your responsibilities and your relationships, too. When you fail to give people the guidance they need to succeed in their work, or put people into roles they don't want or aren't well-suited for, or push people to achieve results they feel are unrealistic, you erode trust.

Your relationships and your responsibilities reinforce each other positively or negatively, and this dynamic is what drives you forward as a manager - or leaves you dead in the water. Your relationships with your direct reports affect the relationships they have with their direct reports, and your team's culture. Your ability to build trusting, human connections with the people who report directly to you will determine the quality of everything that follows.

Defining those relationships is vital. They're deeply personal, and they're not like any other relationships in your life. But most of us are at a loss when we set about to build those relationships. Radical Candor, the fundamental concept of this book, can help guide you.
RADICAL CANDOR
DEVELOPING TRUST IS not simply a matter of "do x, y, and z, and you have a good relationship." Like all human bonds, the connections between bosses and the people who report to them are unpredictable and not subject to absolute rules. But I have identified two dimensions that, when paired, will help you move in a positive direction.

The first dimension is about being more than "just professional." It's about giving a damn, sharing more than just your work self, and encouraging everyone who reports to you to do the same. It's not enough to care only about people's ability to perform a job. To have a good relationship, you have to be your whole self and care about each of the people who work for you as a human being. It's not just business; it is personal, and deeply personal. I call this dimension "Care Personally."

The second dimension involves telling people when their work isn't good enough - and when it is; when they are not going to get that new role they wanted, or when you're going to hire a new boss "over" them; when the results don't justify further investment in what they're working on. Delivering hard feedback, making hard calls about who does what on a team, and holding a high bar for results - isn't that obviously the job of any manager? But most people struggle with doing these things. Challenging people generally pisses them off, and at first that doesn't seem like a good way to build a relationship or to show that you "care personally." And yet challenging people is often the best way to show them that you care when you're the boss. This dimension I call "Challenge Directly."

"Radical Candor" is what happens when you put "Care Personally" and "Challenge Directly" together. Radical Candor builds trust and opens the door for the kind of communication that helps you achieve the results you're aiming for. And it directly addresses the fears that people express to me when asking questions about the management dilemmas they face. It turns out that when people trust you and believe you care about them, they are much more likely to 1) accept and act on your praise and criticism; 2) tell you what they really think about what you are doing well and, more importantly, not doing so well; 3) engage in this same behavior with one another, meaning less pushing the rock up the hill again and again; 4) embrace their role on the team; and 5) focus on getting results.

Why "radical"? I chose this word because so many of us are conditioned to avoid saying what we really think. This is partially adaptive social behavior; it helps us avoid conflict or embarrassment. But in a boss, that kind of avoidance is disastrous.

Why "candor"? The key to getting everyone used to being direct when challenging each other (and you!) is emphasizing that it's necessary to communicate clearly enough so that there's no room for interpretation, but also humbly. I chose "candor" instead of "honesty" because there's not much humility in believing that you know the truth. Implicit with candor is that you're simply offering your view of what's going on and that you expect people to offer theirs. If it turns out that in fact you're the one who got it wrong, you want to know. At least I hope you want to know!

The most surprising thing about Radical Candor may be that its results are often the opposite of what you fear. You fear people will become angry or vindictive; instead they are usually grateful for the chance to talk it through. And even when you do get that initial anger, resentment, or sullenness, those emotions prove to be fleeting when the person knows you really care. As the people who report to you become more Radically Candid with each other, you spend less time mediating. When Radical Candor is encouraged and supported by the boss, communication flows, resentments that have festered come to the surface and get resolved, and people begin to love not just their work but whom they work with and where they work. When people love their job, the whole team is more successful. The resulting happiness is the success beyond success.
CARE PERSONALLY: THE FIRST DIMENSION OF RADICAL CANDOR
MY FIRST LESSON about why it's important to care personally took place in Moscow on July 4, 1992, while I was standing under a tarp in the rain with ten of the world's best diamond cutters, whom I was trying to hire. I was working for a New York diamond company. I'd graduated from college two years earlier with a degree in Russian literature. My education had seemed irrelevant to my current situation. My assignment just required common sense, not a deep understanding of human nature. I had to convince these people to leave the state-owned Russian factory that paid them in rubles, which were almost worthless. I, on the other hand, could pay with U.S. dollars - a lot of them. And that was how you motivated people, right? You paid them.

Excerpted from Radical Candor by Kim Scott. Copyright © 2017 Kim Scott. Excerpted by permission of St. Martin's Press.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Radical Candor: Fully Revised & Updated Edition: Be a Kick-Ass Boss Without Losing Your Humanity|NOOK Book

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New York Times and Wall Street Journal bestseller multiple years running* Translated into 20 languages, with more than half a million copies sold worldwide* A Hudson and Indigo Best Book of the Year* Recommended by Shona Brown, Rachel Hollis, Jeff...

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Created by an international team of architects and designers concerned about our failing education system, The Third Teacher explores the critical link between the school environment and how children learn, and offers 79 practical design ideas, both great and small, to guide reader's efforts to improve our schools. Written for anyone who has school-age children in their life, from educators and education decision-makers to parents and community activists, this book is intended to ignite a blaze of discussion and initiative about environment as an essential element of learning. Including a wealth of interviews, facts, statistics, and stories from experts in a wide range of fields, this book is a how-to guide to be used to connect with the many organizations, individuals, and ideas dedicated to innovating and improving teaching and learning. Contributors include children's singer and advocate Raffi, author and creativity consultant Sir Ken Robinson, scientist and environmentalist David Suzuki, inventor James Dyson, and other experts who are working to create fresh solutions to problems and create a new blueprint for the future of education.

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Created by an international team of architects and designers concerned about our failing education system, The Third Teacher explores the critical link between the school environment and how children learn, and offers 79 practical design ideas, both great and small, to guide reader's efforts to improve our schools.

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"It's time to take the lid off learning."

In Stratosphere, Michael Fullan takes a close look at the fast-paced world of emerging technologies and argues that the inevitable influence of technology on teaching and learning must not be resisted, but rather embraced and applied in meaningful ways to positively impact school classrooms.

Examines connections-and disconnections- between pedagogy, technology, and change knowledge in education

Creates a vision for improving education by escaping the content-focused teaching of the past and embracing "the new pedagogy" of higher-order skills

Focuses on the harnessing of fast and innovative technologies to bring about change in classrooms, districts, states, and provinces

Identifies four critical elements that, at scale, have the ability to make large-scale change a reality- and easier!

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"It's time to take the lid off learning."

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The art of negotiation-from one of the country's most eminent practitioners and the Chair of the Harvard Law School's Program on Negotiation.

One of the country's most eminent practitioners of the art and science of negotiation offers practical advice for the most challenging conflicts-when you are facing an adversary you don't trust, who may harm you, or who you may even feel is evil. This lively, informative, emotionally compelling book identifies the tools one needs to make wise decisions about life's most challenging conflicts.

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The art of negotiation-from one of the country's most eminent practitioners and the Chair of the Harvard Law School's Program on Negotiation.One of the country's most eminent practitioners of the art and science of negotiation offers practical advice for the most challenging conflicts-when you are facing an adversary you don't trust, who may harm you, or who you may even feel is evil.

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First Published in 2015. Routledge is an imprint of Taylor & Francis, an Informa company.

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THE BESTSELLING CLASSIC ON 'FLOW' - THE KEY TO UNLOCKING MEANING, CREATIVITY, PEAK PERFORMANCE, AND TRUE HAPPINESS

Legendary psychologist Mihaly Csikszentmihalyi's famous investigations of "optimal experience" have revealed that what makes an experience genuinely satisfying is a state of consciousness called flow. During flow, people typically experience deep enjoyment, creativity, and a total involvement with life. In this new edition of his groundbreaking classic work, Csikszentmihalyi ("the leading researcher into 'flow states'" -Newsweek) demonstrates the ways this positive state can be controlled, not just left to chance. Flow: The Psychology of Optimal Experience teaches how, by ordering the information that enters our consciousness, we can discover true happiness, unlock our potential, and greatly improve the quality of our lives.

"Explores a happy state of mind called flow, the feeling of complete engagement in a creative or playful activity." -Time

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THE BESTSELLING CLASSIC ON 'FLOW' - THE KEY TO UNLOCKING MEANING, CREATIVITY, PEAK PERFORMANCE, AND TRUE HAPPINESSLegendary psychologist Mihaly Csikszentmihalyi's famous investigations of "optimal experience" have revealed that what makes an experience genuinely satisfying is a state of consciousness called flow. During flow, people typically experience deep enjoyment, creativity, and a total involvement with life.

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Anthony S. Bryk is the ninth president of the Carnegie Foundation for the Advancement of Teaching, where he is leading work on transforming educational research and development, more closely joining researchers and practitioners to improve teaching and learning. Formerly, he held the Spencer Chair in Organizational Studies in the School of Education and the Graduate School of Business at Stanford University from 2004 until assuming Carnegie's presidency in September 2008. He came to Stanford from the University of Chicago, where he was the Marshall Field IV Professor of Urban Education in the sociology department, and where he helped found the Center for Urban School Improvement, which supports reform efforts in the Chicago Public Schools. He also created the Consortium on Chicago School Research, a federation of research groups that have produced a range of studies to advance and assess urban school reform. He is a member of the National Academy of Education and was appointed by President Obama to the National Board for Education Sciences in 2010. In 2011, he was elected as a member of the American Academy of Arts and Sciences. He is one of America's most noted educational researchers. His 1993 book, Catholic Schools and the Common Good, is a classic in the sociology of education. His deep interest in bringing scholarship to bear on improving schooling is reflected in his later volume, Trust in Schools, and in the most recent book, Organizing Schools for Improvement: Lessons from Chicago (Chicago Press, 2009.) Bryk holds a BS from Boston College and an EdD from Harvard University.

Louis M. Gomez holds the MacArthur Chair in Digital Media and Learning in the Graduate School of Education and Information Studies at the University of California Los Angeles. Gomez has served since 2008 as a senior partner at the Carnegie Foundation for the Advancement of Teaching, where he leads the Network Development work. Beginning in 2009, he held the Helen S. Faison Chair in Urban Education at the University of Pittsburgh, where he was also director of the Center for Urban Education and a senior scientist at the Learning Research and Development Center. From 2001 to 2008, he held a number of faculty appointments at Northwestern University, including the Aon Chair in the Learning Sciences at the School of Education and Social Policy. Prior to joining academia, he spent fourteen years working in cognitive science and person-computer systems and interactions at Bell Laboratories, Bell Communications Research Inc., and Bellcore. His research interests have encompassed the application of computing and networking technology to teaching and learning, applied cognitive science, human-computer interactions, and other areas. Gomez received his bachelor's degree in psychology from the State University of New York at Stony Brook in 1974 and a doctorate in cognitive psychology from UC Berkeley in 1979.

Alicia Grunow is a senior partner and codirector of the Center for Networked Improvement at Carnegie. In that role, she oversees the core capacities that support all networked improvement communities: analytics, developmental evaluation, design and development, program technologies, and improvement research.

Grunow completed the Improvement Advisor program at the Institute for Healthcare Improvement in 2011 and currently leads the foundation's efforts to adapt these methodologies for the field of education. To this end, she teaches improvement workshops and coaches improvement teams both in and outside the organization.

Before coming to Carnegie, Grunow was an instructor in Stanford's Teacher Education Program (STEP), where she taught practices to support the academic achievement of English language learners. Her research at Stanford used a range of quantitative methodologies to examine policy issues regarding English language learners. Grunow received her BA in psychology from Reed College. She has a master's degree in economics and a doctorate in educational administration and policy analysis from Stanford University. Before graduate school, she taught for seven years in transitional bilingual and dual language elementary school programs in both Denver and New York City. She completed the Bilingual and ESL Teachers Leadership Academy at Bank Street College. At the core, she will always identify as a practitioner.

Paul G. LeMahieu is the senior vice president for programs at the Carnegie Foundation. Previously, he directed the work of the Carnegie Hub, which supports the networks the foundation convenes to engage problems of education practice in the field. He is also graduate faculty at the University of Hawai'i, Mānoa. LeMahieu came to Carnegie from his post as director of research and evaluation at the National Writing Project (NWP) at the University of California, Berkeley. He has also served as Superintendent of Education for the state of Hawai'i, the chief educational and executive officer of the only state system in the United States that is a unitary school district. He has held the top educational research position for the state of Delaware as Undersecretary for Education Research, Policy, and Development and professor at the University of Delaware. He also served for eleven years as Assistant Superintendent for Research, Evaluation, and Student Assessment in the Pittsburgh Public Schools. LeMahieu has published extensively on issues as diverse as testing policy and practice, educational accountability, issues in data analysis and use, staff development, school effectiveness, nontraditional work roles for women, minority achievement issues, science education, and vocational education. He has a BA from Yale College, an EdM from Harvard University, and a PhD from the University of Pittsburgh.

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As a field, education has largely failed to learn from experience. Time after time, promising education reforms fall short of their goals and are abandoned as other promising ideas take their place. In Learning to Improve, the authors argue for a new approach.

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The issue of balancing testing, curriculum design, and teaching practices is a pressing one for today's schools. Now in its third edition, this influential book on developing and aligning curriculum is updated with new insights on providing effective curriculum leadership, increasing student success, and closing the achievement gap.

Addressing the fundamentals of curriculum design in the context of a standards-based environment, Fenwick W. English focuses on how administrators and teachers can best collaborate to create a high-quality curriculum for all students.

Readers will find:

- Guidance on curriculum mapping and other user-friendly tools

- New information on differentiating teaching, learning, and assessment to meet the needs of special education students, English language learners, and others

- Additional content on addressing cultural differences in curriculum content and assessment practices

- A new chapter on the challenges educators face in their roles as curriculum leaders.

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The issue of balancing testing, curriculum design, and teaching practices is a pressing one for today's schools. Now in its third edition, this influential book on developing and aligning curriculum is updated with new insights on providing effective curriculum leadership, increasing student success, and closing the achievement gap.

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James Kouzes is the Dean's Executive Fellow of Leadership, Leavey School of Business at Santa Clara University, and lectures on leadership around the world to corporations, governments, and nonprofits.

Barry Posner is Accolti Professor of Leadership and former Dean (1997-2009) of the Leavey School of Business, Santa Clara University. An accomplished scholar, he also provides leadership workshops and seminars around the world.

Kouzes and Posner are the authors of Credibility, The Truth About Leadership, A Leader's Legacy, Encouraging the Heart, and The Student Leadership Challenge, among many other works. They also developed the highly acclaimed Leadership Practices Inventory (LPI).

Visit www.leadershipchallenge.com to learn more.

Download the app The Leadership Challenge Mobile Tool below, which will help you engage with and act on the ideas in this book.

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The 25th anniversary edition of the bestselling business classic, completely revised and updated For more than 25 years, The Leadership Challenge has been the most trusted source on becoming a better leader, selling more than 2 million copies in over 20 languages since its first publication.

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2018 National Health Information Awards, Silver Award

"A rousing wake-up call . . . this highly engaging, provocative book prove[s] beyond a reasonable doubt that millions of lives depend on us finally coming to terms with the long-term consequences of childhood adversity and toxic stress."-Michelle Alexander, author of The New Jim Crow
Dr. Nadine Burke Harris was already known as a crusading physician delivering targeted care to vulnerable children. But it was Diego-a boy who had stopped growing after a sexual assault-who galvanized her journey to uncover the connections between toxic stress and lifelong illnesses.
The stunning news of Burke Harris's research is just how deeply our bodies can be imprinted by ACEs-adverse childhood experiences like abuse, neglect, parental addiction, mental illness, and divorce. Childhood adversity changes our biological systems, and lasts a lifetime. For anyone who has faced a difficult childhood, or who cares about the millions of children who do, the fascinating scientific insight and innovative, acclaimed health interventions in The Deepest Well represent vitally important hope for preventing lifelong illness for those we love and for generations to come​.

"Nadine Burke Harris . . . offers a new set of tools, based in science, that can help each of us heal ourselves, our children, and our world."-Paul Tough, author of How Children Succeed

"A powerful-even indispensable-frame to both understand and respond more effectively to our most serious social ills."- New York Times

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"An extraordinary, eye-opening book."-People 2018 National Health Information Awards, Silver Award "A rousing wake-up call . . . this highly engaging, provocative book prove[s] beyond a reasonable doubt that millions of lives depend on us finally coming to terms with the long-term consequences of childhood adversity and toxic stress."-Michelle Alexander, author of The New Jim Crow Dr. Nadine Burke Harris was already known as a crusading physician delivering targeted care to vulnerable children.

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Whether you are near the top of the ladder or still have a ways to climb, this book serves as an essential guide to help you eliminate your dysfunctions and move to where you want to go. Marshall Goldsmith is an expert at helping global leaders overcome their sometimes unconscious annoying habits an…

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"The bestselling authors of the classic Difficult Conversations teach us how to turn evaluations, advice, criticisms, and coaching into productive listening and learning We swim in an ocean of feedback. Bosses, colleagues, customers-but also family, friends, and in-laws-they all have "suggestions" for our performance, parenting, or appearance. We know that feedback is essential for healthy relationships and professional development-but we dread it and often dismiss it. That's because receiving feedback sits at the junction of two conflicting human desires. We do want to learn and grow. And we also want to be accepted just as we are right now. Thanks for the Feedback is the first book to address this tension head on. It explains why getting feedback is so crucial yet so challenging, and offers a powerful framework to help us take on life's blizzard of off-hand comments, annual evaluations, and unsolicited advice with curiosity and grace. The business world spends billions of dollars and millions of hours each year teaching people how to give feedback more effectively. Stone and Heen argue that we've got it backwards and show us why the smart money is on educating receivers- in the workplace and in personal relationships as well. Coauthors of the international bestseller Difficult Conversations, Stone and Heen have spent the last ten years working with businesses, nonprofits, governments, and families to determine what helps us learn and what gets in our way. With humor and clarity, they blend the latest insights from neuroscience and psychology with practical, hard-headed advice. The book is destined to become a classic in the world of leadership, organizational behavior, and education"-- $$c Provided by publisher.

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"The bestselling authors of the classic Difficult Conversations teach us how to turn evaluations, advice, criticisms, and coaching into productive listening and learning We swim in an ocean of feedback. Bosses, colleagues, customers-but also family, friends, and in-laws-they all have "suggestions" for our performance, parenting, or appearance.

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Die Autoren benutzen eine schöne Metapher, um deutlich zu machen, wie wir mental organisiert sind:

* Der 'Elefant' in uns steht für unsere Emotionen.
* Der 'Reiter' in uns steht für den rationalen Verstand, der abschätzen und Konsequenzen berechnen.
* Der 'Weg' beschreibt die Umgebung und die Schritte zu unserem Ziel.

Jetzt stellen Sie sich vor, dass der kleine Reiter auf dem großen Elefant sitzt und ihn dirigieren will. Wenn der Elefant auch in die Richtung will, weil er sich davon angenehme Gefühle verspricht, klappt das.

Doch Elefant und Reiter sind eben oft nicht derselben Meinung. Ihr Verstand will etwas anderes als Ihr Gefühl. Nehmen wir an, Sie wollen abnehmen. Haben sich einen Diätplan aufgestellt. Drei Tage klappt es gut. Am Ende eines stressigen Tages steht auf Ihrem Plan Tofuschnitzel mit grünem Salat. Sie öffnen den Kühlschrank, wollen nach dem Tofu greifen ...

Sie kennen den Rest der Geschichte. In diesem Moment versucht Ihr winzige 'Reiter' den 'Elefanten' zu bändigen, der sich im Kühlschrank ' vorbei an Magerjoghurts, fettfreiem Dressing und kalorienreduziertem Schinken seinen Weg sucht. Und zielsicher die Dreifach-Käse-Pizza findet. 'Das Ablaufdatum ist drei Tage drüber', ruft hilflos der 'Reiter'...

Das sind die Momente, wo Sie hinterher sagen: 'Ich wollte ja abnehmen aber Es ging nicht.' Deswegen scheitern auch viele Veränderungsvorhaben. Egal ob es um Ihr privates Fitnessprogramm geht. Oder um das große Change-Projekt in der Firma. Wenn es nicht gelingt, die betroffenen Menschen bei ihren Gefühlen abzuholen, helfen alle vernünftigen Appelle meist nicht.

Der Elefant in Ihnen sucht den Weg des geringsten Widerstands. Er mag keine Experimente. Ist konservativer als der rechte Flügel der CSU. Deswegen bevorzugt der Elefanten-Teil in uns Gewohnheiten, Bedürfnisse, Instinkte oder Gefühle, wenn es um Entscheidungen geht.

Wenn man etwas ändern will, muss man meistens raus aus der Komfortzone. Mit Komfortzone sind hier die gewohnheitsmäßigen Routinen im Verhalten und Fühlen gemeint. Damit Sie den 'Weg' zu Ihrem Ziel gehen können, braucht es ein Zusammenspiel von Reiter und Elefant. Jeder für sich allein verliert sich nämlich in unproduktiven Verhaltensweisen.

Der Elefant tendiert zu spontanem, gefühlsbetontem Handeln. Ohne Rücksicht auf die Folgen. Der Reiter in uns sieht die ganze Situation, also Einsatz und Folgen, aber er verliert sich schnell in endlosem Denken und nutzlosem Analysieren.

Für eine Veränderung raten die Autoren deshalb zu diesen Schritten:

* Motivieren Sie Ihren Elefanten.
* Geben Sie dem Reiter Informationen.
* Passen Sie die Umgebung an.

Das Buch bringt viele anschauliche Beispiele, wie man das in die Praxis umsetzen kann. Und was häufig schief läuft, wenn Veränderung nicht klappt. Die drei wichtigsten Missverständnisse:

1. Was wie ein Problem aussieht, ist oft ein Situationsproblem.
Also eine Folge davon, wie eine Situation gestaltet ist. Oft unterschätzen wir die Kräfte der Umgebung, die unser Verhalten beeinflussen. Verändert man die Situation, kann man leichter als mit flammenden Appellen erreichen, dass Menschen in die gewünschte Richtung gehen.
Der 'Weg' muss dann verändert werden.
So zeigte eine Studie, dass die Menge Popcorn, die Kinobesucher futtern, nicht vom einzelnen Besucher, sondern vor allem von der Größe der Popcorn-Box abhängt. Deshalb auch der Rat, wenn man weniger essen will: kleineren Teller nehmen, nicht dabei lesen. Die Veränderung der äußeren Situation hilft, sein Verhalten zu verändern.

2. Was wie Faulheit aussieht, ist oft Erschöpfung.
Das war für mich eine der wichtigsten Informationen des Buchs: Selbstkontrolle ist eine Ressource, die sich erschöpft. Sie ist nicht unbegrenzt verfügbar. Deswegen scheitern auch viele Vorhaben.
Wenn Sie ein gewohnheitsmäßiges Verhalten verändern wollen, brauchen Sie dazu viel Achtsamkeit und Selbstkontrolle durch Ihren 'Reiter'. Damit erschöpfen Sie jedoch jene 'mentalen Muskeln', die für eine Veränderung gerade nötig sind. Mit anderen Worten:
Der 'Elefant' muss dann motiviert werden.
Angenommen, Sie wollen jemandem vermitteln, dass zu viel Cola trinken nicht gesund ist, wegen dem enthaltenen Zucker. Die genaue Angabe - es sind 12 Prozent - ist korrekt, wenig anschaulich und wird kaum zu einem Verhaltensänderung führen. Die Zuckerangabe so zu übersetzen, dass die Gefühle angesprochen werden, kann auch so aussehen, dass Sie auf eine Dose Cola neun (!) Teelöffel aufhäufen.
3. Was wie Widerstand aussieht, ist oft ein Mangel an Klarheit.
Der 'Reiter' analysiert gerne, prüft gedanklich Alternativen, wägt Kosten und Nutzen ab. Doch wenn der Reiter nicht genau weiß, in welche Richtung er gehen will, führt er den Elefanten oft im Kreis.

Sehr oft müssen wir uns selbst oder anderen deutlich sagen, was wir als nächsten Schritt wollen. Also nicht anklagen, jammern, Vorwürfe machen, sondern lösungsorientiert denken und handeln.
Der 'Reiter' braucht hier eine Richtung.
Konkret: Statt lange zu analysieren, warum etwas nicht geklappt hat, kann man danach schauen, was anders war, als es mal geklappt hat.
Im systemischen Coaching nennt man diese Technik 'Nach Ausnahmen fragen'.
Das geht mit folgenden Fragen:
'Wann in den letzten Wochen bzw. Monaten gab es Zeiten, in denen das Problem nicht oder weniger stark/oft aufgetreten ist?'
'Was genau war da anders?'
'Was haben Sie da anders gemacht?'
'Und was noch?'
'Wie haben Sie das geschafft?'

So entdeckte vor einigen Wochen eine Führungskraft im Coaching mit mir, dass sie abends viel weniger gestresst nach Hause kam, als durch die Schneeverhältnisse der Bus vom Bahnhof ausfiel und der Mann für den Heimweg eine halbe Stunde zu Fuß laufen musste.
Das probierte er dann aus, indem er häufiger vier Stationen vorher aus dem Bus ausstieg und einen Spaziergang nach Hause machte.
Man kann auch schauen, wie es andere gemacht haben, was man selbst erreichen will. Die Autoren nennen das 'Don't Solve Problems-Copy Success'.

Was bedeutet das jetzt konkret?

Die Metapher von Elefant, Reiter und Weg kann Ihnen helfen zu verstehen, wenn ein Vorhaben stockt oder gescheitert ist, woran es vermutlich liegt. Jetzt wissen Sie schon, dass bei jedem Ihrer Schritte nicht allein objektive Tatsachen eine Rolle spielen, sondern gefühlsmäßige Entscheidungen mindestens genauso wichtig sind. Und oft den Ausschlag für bei Ihrer Entscheidung für eine Option geben.

Klappt es nicht, können Sie nachforschen:

* Fehlt es an Motivation für den 'Elefanten'?
Information allein reicht meist nicht für eine Veränderung.
* Wie könnten Sie sich oder andere dazu bringen, den Unterschied nicht nur zu begreifen, sondern auch zu fühlen?
* Machen Sie die Veränderungsschritte so klein, dass der 'Elefant' keine Angst mehr davor hat.
* Entwerfen Sie eine starke Vision von Ihrem Ziel, mit dem Sie sich oder andere identifizieren können.
* Geben Sie dem 'Reiter' klare Anweisungen.
Oft fehlen klare Handlungsanweisungen für die nächsten Schritte.
* Finden Sie heraus, wann es mal geklappt hat. Tun Sie das wieder.
* Untersuchen Sie, wie es andere gemacht haben, die damit Erfolg hatten. Kopieren Sie deren Handlungen.
* Eine Vision reicht nicht. Es braucht klare Anweisungen. (Statt: 'Gesünder leben' besser sagen 'Jede Stunde ein Glas Wasser trinken.
* Verändern Sie den 'Weg'.
Wenn sich die Situation verändert, ändern Menschen leichter ihr Verhalten.
* Wollen Sie mehr Kommunikation in der Familie, lassen Sie jeden zweiten Abend den Fernseher aus.
* Verändern Sie unvorteilhafte Gewohnheiten in bessere.
* Verhalten ist ansteckend. Wenn Sie kürzere, effektivere Meetings wollen, führen Sie mal eine Besprechung im Stehen durch.

Das Buch ist für jeden empfehlenswert, der sich etwas verändern will und nach dem ersten Scheitern verstehen will, warum das manchmal so schwierig ist. Es liest sich leicht und spannend durch die vielen lebensnahen Beispiele.

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Switch: How to Change Things When Change Is Hard

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Switch: How to Change Things When Change Is Hard [Chip Heath, Dan Heath] on Amazon.com. *FREE* shipping on qualifying offers. Switch: How to Change Things When Change Is Hard

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An inspiring account of ordinary teachers who are doing extraordinary things that could transform educationWhat School Could Be offers an inspiring vision of what our teachers and students can accomplish if trusted with the challenge of developing the skills and ways of thinking needed to thrive in…

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For generations, we've been stuck with a cookie-cutter mold for success that requires us to be the same as everyone else, only better. This "standard formula" works for some people but leaves most of us feeling disengaged and frustrated. As much as we might dislike the standard formula, it seems like there's no other practical path to financial security and a fulfilling life. But what if there is?

In the Dark Horse Project at the Harvard Graduate School of Education, bestselling author and acclaimed thought leader Todd Rose and neuroscientist Ogi Ogas studied women and men who achieved impressive success even though nobody saw them coming. Dark horses blaze their own trail to a life of happiness and prosperity. Yet what is so remarkable is that hidden inside their seemingly one-of-a-kind journeys are practical principles for achieving success that work for anyone, no matter who you are or what you hope to achieve. This mold-breaking approach doesn't depend on you SAT scores, who you know, or how much money you have. The secret is a mindset that can be expressed in plain English: Harness your individuality in the pursuit of fulfillment to achieve excellence.

In Dark Horse, Rose and Ogas show how the four elements of the dark horse mindset empower you to consistently make the right choices that fit your unique interests, abilities, and circumstances and will guide you to a life of passion, purpose, and achievement.

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For generations, we've been stuck with a cookie-cutter mold for success that requires us to be the same as everyone else, only better. This "standard formula" works for some people but leaves most of us feeling disengaged and frustrated.

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Start With Why has led millions of readers to rethink everything they do - in their personal lives, their careers and their organizations.

Now Find Your Why picks up where Start With Why left off. It shows you how to apply Simon Sinek's powerful insights so that you can find more inspiration at work — and in turn inspire those around you.

I believe fulfillment is a right and not a privilege. We are all entitled to wake up in the morning inspired to go to work, feel safe when we're there and return home fulfilled at the end of the day. Achieving that fulfillment starts with understanding exactly WHY we do what we do.

As Start With Why has spread around the world, countless readers have asked me the same question: How can I apply Start With Why to my career, team, company or nonprofit? Along with two of my colleagues, Peter Docker and David Mead, I created this hands-on, step-by-step guide to help you find your WHY.

With detailed exercises, illustrations, and action steps for every stage of the process, Find Your Why can help you address many important concerns, including:

* What if my WHY sounds just like my competitor's?
* Can I have more than one WHY?
* If my work doesn't match my WHY, what should I do?
* What if my team can't agree on our WHY?

Whether you've just started your first job, are leading a team, or are CEO of your own company, the exercises in this book will help guide you on a path to long-term success and fulfillment, for both you and your colleagues.

Thank you for joining us as we work together to build a world in which more people start with WHY.

Inspire on!
— Simon

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Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team|Paperback

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Start With Why has led millions of readers to rethink everything they do - in their personal lives, their careers and their organizations. Now Find Your Why picks up where Start With Why left off. It shows you how to apply Simon Sinek's powerful insights so that you can find more inspiration at work - and in turn inspire those around you.

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Watch the video!

Lead for efficacy in these disruptive times!

Just as the digital landscape is constantly evolving, the second edition of Digital Leadership moves past trends and fads to focus on the essence of leading innovative change in education now and in the future. As society and technology evolve at what seems a dizzying pace, the demands on leaders are changing as well. With a greater emphasis on leadership dispositions, this revamped edition also features

New structure and organization emphasizing the interconnectivity of the Pillars of Digital Leadership to drive sustainable change

Innovative strategies and leadership practices that enhance school culture and drive learning improvement

Updated vignettes from digital leaders who have successfully implemented the included strategies

New online resources, informative graphics, and end of chapter guiding questions

Now is the time to embrace innovation, technology, and flexibility to create a learning culture that provides students with 21st century critical competencies!

Interested in having Eric join you and your team for a virtual book study?

If you order 200 or more copies of Digital Leadership, 2nd edition, Eric will lead a 5-week synchronous book club via Zoom or Google Hangouts for your team members.

Here's how it works:
- Purchase at least 200 copies of Digital Leadership, 2nd edition.
- Send Eric your receipt, PO, or other proof of purchase: esheninger@gmail.com.
- Eric will respond to coordinate the details for your book study.
- Contact Eric Sheninger at esheninger@gmail.com with any questions.

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Watch the video! Lead for efficacy in these disruptive times! Just as the digital landscape is constantly evolving, the second edition of Digital Leadership moves past trends and fads to focus on the essence of leading innovative change in education now and in the future.

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Locked in a vault since 1941, here is Napoleon Hill's definitive lesson on how to organize your thinking to attain success!
In How to Own Your Mind, you receive a one-of-a-kind master class in how to think for success from motivational pioneer and author of Think and Grow Rich, Napoleon Hill. In three compelling chapters, Hill demonstrates how to organize, prioritize, and act on information so that it translates into opportunity.

Knowledge is not power. Only applied knowledge is power. This book teaches you how to use what you know, and how to know what's worth knowing.

"The name Napoleon Hill is synonymous with practical advice on how to get ahead."- Mitch Horowitz, CNBC

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Locked in a vault since 1941, here is Napoleon Hill's definitive lesson on how to organize your thinking to attain success!In How to Own Your Mind, you receive a one-of-a-kind master class in how to think for success from motivational pioneer and author of Think and Grow Rich, Napoleon Hill.

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New York Times Bestseller * Finalist for the 2018 National Book Critics Circle Award in Nonfiction * A New York Times Notable Book * Bloomberg Best Book of 2018

"Their distinctive contribution to the higher-education debate is to meet safetyism on its own, psychological turf . . . Lukianoff and Haidt tell us that safetyism undermines the freedom of inquiry and speech that are indispensable to universities." -Jonathan Marks, Commentary

"The remedies the book outlines should be considered on college campuses, among parents of current and future students, and by anyone longing for a more sane society." -Pittsburgh Post-Gazette
Something has been going wrong on many college campuses in the last few years. Speakers are shouted down. Students and professors say they are walking on eggshells and are afraid to speak honestly. Rates of anxiety, depression, and suicide are rising-on campus as well as nationally. How did this happen?

First Amendment expert Greg Lukianoff and social psychologist Jonathan Haidt show how the new problems on campus have their origins in three terrible ideas that have become increasingly woven into American childhood and education: What doesn't kill you makes you weaker; always trust your feelings; and life is a battle between good people and evil people. These three Great Untruths contradict basic psychological principles about well-being and ancient wisdom from many cultures. Embracing these untruths-and the resulting culture of safetyism-interferes with young people's social, emotional, and intellectual development. It makes it harder for them to become autonomous adults who are able to navigate the bumpy road of life.

Lukianoff and Haidt investigate the many social trends that have intersected to promote the spread of these untruths. They explore changes in childhood such as the rise of fearful parenting, the decline of unsupervised, child-directed play, and the new world of social media that has engulfed teenagers in the last decade. They examine changes on campus, including the corporatization of universities and the emergence of new ideas about identity and justice. They situate the conflicts on campus within the context of America's rapidly rising political polarization and dysfunction.

This is a book for anyone who is confused by what is happening on college campuses today, or has children, or is concerned about the growing inability of Americans to live, work, and cooperate across party lines.

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New York Times Bestseller * Finalist for the 2018 National Book Critics Circle Award in Nonfiction * A New York Times Notable Book * Bloomberg Best Book of 2018"Their distinctive contribution to the higher-education debate is to meet safetyism on its own, psychological turf . . .

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The global phenomenon that has sold 3.5 million copies, is published in a record-breaking 43 languages and is a bestseller across five continents-now updated and expanded with new content. This global bestseller, embraced by organizations and industries worldwide, challenges everything you thought you knew about the requirements for strategic success. Now updated with fresh content from the authors, Blue Ocean Strategy argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating "blue oceans"-untapped new market spaces ripe for growth.

Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans. This expanded edition includes:

* A new preface by the authors: Help! My Ocean Is Turning Red
* Updates on all cases and examples in the book, bringing their stories up to the present time
* Two new chapters and an expanded third one-Alignment, Renewal, and Red Ocean Traps-that address the most pressing questions readers have asked over the past 10 years

A landmark work that upends traditional thinking about strategy, this bestselling book charts a bold new path to winning the future. Consider this your guide to creating uncontested market space-and making the competition irrelevant.

To learn more about the power of blue ocean strategy, visit blueoceanstrategy.com. There you'll find all the resources you need-from ideas in practice and cases from government and private industry, to teaching materials, mobile apps, real-time updates, and tips and tools to help you make your blue ocean journey a success.

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The global phenomenon that has sold 3.5 million copies, is published in a record-breaking 43 languages and is a bestseller across five continents-now updated and expanded with new content. This global bestseller, embraced by organizations and industries worldwide, challenges everything you thought you knew about the requirements for strategic success.

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Blue Ocean Shift is the essential follow up to Blue Ocean Strategy, the classic and over 4 million copy global bestseller by world-renowned professors W. Chan Kim and Renee Mauborgne.
Drawing on more than a decade of new work, Kim and Mauborgne show you how to move beyond competing, inspire your people's confidence, and seize new growth, guiding you step-by-step through how to take your organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift yourself, your team, or your organization to new heights of confidence, market creation, and growth. They show why non disruptive creation is as important as disruption in seizing new growth.

Blue Ocean Shift is packed with all-new research and examples of how leaders in diverse industries and organizations made the shift and created new markets by applying the process and tools outlined in the book. Whether you are a cash-strapped startup or a large, established company, nonprofit or national government, you will learn how to move from red to blue oceans in a way that builds your people's confidence so that they own and drive the process.

With battle-tested lessons learned from successes and failures in the field, Blue Ocean Shift is critical reading for leaders, managers, and entrepreneurs alike. You'll learn what works, what doesn't, and how to avoid the pitfalls along the way. This book will empower you to succeed as you embark on your own blue ocean journey. Blue Ocean Shift is indispensable for anyone committed to building a compelling future.

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Blue Ocean Shift is the essential follow up to Blue Ocean Strategy, the classic and over 4 million copy global bestseller by world-renowned professors W.

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This book chronicles the unforgettable account of one of the most severe child abuse cases in California history. It is the story of Dave Pelzer, who was brutally beaten and starved by his emotionally unstable, alcoholic mother: a mother who played tortuous, unpredictable games--games that left him…

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A graduate of both Harvard University and Case Western Reserve, Dr Peck served in the Army Medical Corps from 1963 to 1972 and had a private practice in psychiatry from 1972 to 1983. He also devoted much of his time and financial resources to the work of the Foundation for Community Encouragement, a nonprofit organization which he and his wife, Lily, helped found in 1984. His bestselling books include The Road Less Travelled and Beyond, A World Waiting to Be Born, and W hat Return Can I Make? Dr Peck died in 2005.

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"Confronting and solving problems is a painful process which most of us attempt to avoid. Avoiding resolution results in greater pain and an inability to grow both mentally and spiritually. Drawing heavily on his own professional experience, Dr M.

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A unique spiritual journey influenced by Hinduism and Buddhism

Herman Hesse's Siddhartha tells the story of a young Brahimin's search for reality after a meeting with the Buddha. This strange and simple story has resonated with millions of readers looking for enlightenment and a blend of Eastern mysticism and Western psychology.
This Xist Classics edition has been professionally formatted for e-readers with a linked table of contents. This eBook also contains a bonus book club leadership guide and discussion questions. We hope you'll share this book with your friends, neighbors and colleagues and can't wait to hear what you have to say about it.

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A unique spiritual journey influenced by Hinduism and Buddhism Herman Hesse's Siddhartha tells the story of a young Brahimin's search for reality after a meeting with the Buddha. This strange and simple story has resonated with millions of readers looking for enlightenment and a blend of Eastern mysticism and Western psychology.

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Jack Kerouac was born in Lowell, Massachusetts, in 1922. His first novel, The Town and the City, was published in 1950. He considered all of his "true story novels," including On the Road, to be chapters of "one vast book," his autobiographical Legend of Duluoz. He died in St. Petersburg, Florida, in 1969 at the age of forty-seven.

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Contemporary / American English One of the most famous American books of the century. Love, jazz, and excitement! These are all part of Sal Paradise's adventures "on the road" with wild friend Dean Moriarty, and their crazy companions, as they travel across the USA.

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"Robbins's comic philosophical musings reveal a flamboyant genius."-People

Still Life with Woodpecker is a sort of a love story that takes place inside a pack of Camel cigarettes. It reveals the purpose of the moon, explains the difference between criminals and outlaws, examines the conflict between social activism and romantic individualism, and paints a portrait of contemporary society that includes powerful Arabs, exiled royalty, and pregnant cheerleaders. It also deals with the problem of redheads.

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"Robbins's comic philosophical musings reveal a flamboyant genius."-PeopleStill Life with Woodpecker is a sort of a love story that takes place inside a pack of Camel cigarettes. It reveals the purpose of the moon, explains the difference between criminals and outlaws, examines the conflict between social activism and romantic individualism, and paints a portrait of contemporary society that includes powerful Arabs, exiled royalty, and pregnant cheerleaders.

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Over 16 million copies sold worldwide ‘Every human being should read this book’ Simon Sinek One of the outstanding classics to emerge from the Holocaust, Man’s Search for Meaning is Viktor Frankl’s story of his struggle for survival in Auschwitz and other Nazi concentration camps. Today, this remark…

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NATIONAL BESTSELLER * In April 1992 a young man from a well-to-do family hitchhiked to Alaska and walked alone into the wilderness north of Mt. McKinley. Four months later, his decomposed body was found by a moose hunter. This is the unforgettable story of how Christopher Johnson McCandless came to die.

"It may be nonfiction, but Into the Wild is a mystery of the highest order." -Entertainment Weekly

McCandess had given $25,000 in savings to charity, abandoned his car and most of his possessions, burned all the cash in his wallet, and invented a new life for himself. Not long after, he was dead. Into the Wild is the mesmerizing, heartbreaking tale of an enigmatic young man who goes missing in the wild and whose story captured the world's attention.

Immediately after graduating from college in 1991, McCandless had roamed through the West and Southwest on a vision quest like those made by his heroes Jack London and John Muir. In the Mojave Desert he abandoned his car, stripped it of its license plates, and burned all of his cash. He would give himself a new name, Alexander Supertramp, and, unencumbered by money and belongings, he would be free to wallow in the raw, unfiltered experiences that nature presented. Craving a blank spot on the map, McCandless simply threw the maps away. Leaving behind his desperate parents and sister, he vanished into the wild.

Jon Krakauer constructs a clarifying prism through which he reassembles the disquieting facts of McCandless's short life. Admitting an interest that borders on obsession, he searches for the clues to the drives and desires that propelled McCandless.

When McCandless's innocent mistakes turn out to be irreversible and fatal, he becomes the stuff of tabloid headlines and is dismissed for his naiveté, pretensions, and hubris. He is said to have had a death wish but wanting to die is a very different thing from being compelled to look over the edge. Krakauer brings McCandless's uncompromising pilgrimage out of the shadows, and the peril, adversity, and renunciation sought by this enigmatic young man are illuminated with a rare understanding-and not an ounce of sentimentality. Into the Wild is a tour de force. The power and luminosity of Jon Krakauer's stoytelling blaze through every page.

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NATIONAL BESTSELLER * In April 1992 a young man from a well-to-do family hitchhiked to Alaska and walked alone into the wilderness north of Mt. McKinley. Four months later, his decomposed body was found by a moose hunter.

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NEW YORK TIMES BESTSELLER * The classic work that predicted the anxieties of a world upended by rapidly emerging technologies-and now provides a road map to solving many of our most pressing crises.

"Explosive . . . brilliantly formulated." -The Wall Street Journal

is the classic that changed our view of tomorrow. Its startling insights into accelerating change led a president to ask his advisers for a special report, inspired composers to write symphonies and rock music, gave a powerful new concept to social science, and added a phrase to our language. Published in over fifty countries, Future Shock is the most important study of change and adaptation in our time.

In many ways, Future Shock is about the present. It is about what is happening today to people and groups who are overwhelmed by change. Change affects our products, communities, organizations-even our patterns of friendship and love.

But Future Shock also illuminates the world of tomorrow by exploding countless clichés about today. It vividly describes the emerging global civilization: the rise of new businesses, subcultures, lifestyles, and human relationships-all of them temporary.

Future Shock will intrigue, provoke, frighten, encourage, and, above all, change everyone who reads it.

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NEW YORK TIMES BESTSELLER * The classic work that predicted the anxieties of a world upended by rapidly emerging technologies-and now provides a road map to solving many of our most pressing crises. "Explosive . . . brilliantly formulated." -The Wall Street Journal Future Shock is the classic that changed our view of tomorrow.

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NATIONAL BESTSELLER * A gripping memoir about the nature of addiction and the meaning of recovery from a bold and talented literary voice. "Anyone who has ever felt broken and wished for a better life will find inspiration in Frey's story." -People

"A great story.... You can't help but cheer his victory." - Los Angeles Times Book Review

By the time he entered a drug and alcohol treatment facility, James Frey had taken his addictions to near-deadly extremes. He had so thoroughly ravaged his body that the facility's doctors were shocked he was still alive. The ensuing torments of detoxification and withdrawal, and the never-ending urge to use chemicals, are captured with a vitality and directness that recalls the seminal eye-opening power of William Burroughs's Junky.

But A Million Little Pieces refuses to fit any mold of drug literature. Inside the clinic, James is surrounded by patients as troubled as he is-including a judge, a mobster, a one-time world-champion boxer, and a fragile former prostitute to whom he is not allowed to speak-but their friendship and advice strikes James as stronger and truer than the clinic's droning dogma of How to Recover. James refuses to consider himself a victim of anything but his own bad decisions, and insists on accepting sole accountability for the person he has been and the person he may become-which runs directly counter to his counselors' recipes for recovery.

James has to fight to find his own way to confront the consequences of the life he has lived so far, and to determine what future, if any, he holds. It is this fight, told with the charismatic energy and power of One Flew over the Cuckoo's Nest, that is at the heart of A Million Little Pieces: the fight between one young man's will and the ever-tempting chemical trip to oblivion, the fight to survive on his own terms, for reasons close to his own heart. "

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NATIONAL BESTSELLER * A gripping memoir about the nature of addiction and the meaning of recovery from a bold and talented literary voice. "Anyone who has ever felt broken and wished for a better life will find inspiration in Frey's story." -People "A great story.... You can't help but cheer his victory."

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We have a strong instinct to belong to small groups defined by clear purpose and understanding--"tribes." This tribal connection has been largely lost in modern society, but regaining it may be the key to our psychological survival.

Decades before the American Revolution, Benjamin Franklin lamented that English settlers were constantly fleeing over to the Indians-but Indians almost never did the same. Tribal society has been exerting an almost gravitational pull on Westerners for hundreds of years, and the reason lies deep in our evolutionary past as a communal species. The most recent example of that attraction is combat veterans who come home to find themselves missing the incredibly intimate bonds of platoon life. The loss of closeness that comes at the end of deployment may explain the high rates of post-traumatic stress disorder suffered by military veterans today.

Combining history, psychology, and anthropology, Tribe explores what we can learn from tribal societies about loyalty, belonging, and the eternal human quest for meaning. It explains the irony that-for many veterans as well as civilians-war feels better than peace, adversity can turn out to be a blessing, and disasters are sometimes remembered more fondly than weddings or tropical vacations. Tribe explains why we are stronger when we come together, and how that can be achieved even in today's divided world.

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We have a strong instinct to belong to small groups defined by clear purpose and understanding--"tribes." This tribal connection has been largely lost in modern society, but regaining it may be the key to our psychological survival. Decades before the American Revolution, Benjamin Franklin lamented that English settlers were constantly fleeing over to the Indians-but Indians almost never did the same.

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New York Times BestsellerA Summer Reading Pick for President Barack Obama, Bill Gates, and Mark Zuckerberg From a renowned historian comes a groundbreaking narrative of humanity’s creation and evolution—a #1 international bestseller—that explores the ways in which biology and history have defined us…

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Mindset: The New Psychology of Success (Updated Edition)

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Now updated with new research—the book that has changed millions of lives After decades of research, world-renowned Stanford University psychologist Carol S. Dweck, Ph.D., discovered a simple but groundbreaking idea: the power of mindset. In this brilliant book, she shows how success in school…

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Wall Street Journal bestseller!

Poker champion turned business consultant Annie Duke teaches you how to get comfortable with uncertainty and make better decisions as a result.
In Super Bowl XLIX, Seahawks coach Pete Carroll made one of the most controversial calls in football history: With 26 seconds remaining, and trailing by four at the Patriots' one-yard line, he called for a pass instead of a hand off to his star running back. The pass was intercepted and the Seahawks lost. Critics called it the dumbest play in history. But was the call really that bad? Or did Carroll actually make a great move that was ruined by bad luck?

Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there is always information that is hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10% on the strategy that works 90% of the time? Or is my success attributable to dumb luck rather than great decision making?

Annie Duke, a former World Series of Poker champion turned business consultant, draws on examples from business, sports, politics, and (of course) poker to share tools anyone can use to embrace uncertainty and make better decisions. For most people, it's difficult to say "I'm not sure" in a world that values and, even, rewards the appearance of certainty. But professional poker players are comfortable with the fact that great decisions don't always lead to great outcomes and bad decisions don't always lead to bad outcomes.

By shifting your thinking from a need for certainty to a goal of accurately assessing what you know and what you don't, you'll be less vulnerable to reactive emotions, knee-jerk biases, and destructive habits in your decision making. You'll become more confident, calm, compassionate and successful in the long run.

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Wall Street Journal bestseller! Poker champion turned business consultant Annie Duke teaches you how to get comfortable with uncertainty and make better decisions as a result.In Super Bowl XLIX, Seahawks coach Pete Carroll made one of the most controversial calls in football history: With 26 seconds remaining, and trailing by four at the Patriots' one-yard line, he called for a pass instead of a hand off to his star running back.

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Major New York Times bestseller
Winner of the National Academy of Sciences Best Book Award in 2012
Selected by the New York Times Book Review as one of the ten best books of 2011
A Globe and Mail Best Books of the Year 2011 Title
One of The Economist's 2011 Books of the Year
One of The Wall Street Journal's Best Nonfiction Books of the Year 2011
2013 Presidential Medal of Freedom Recipient
Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds

In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think.

System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation-each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives-and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

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Major New York Times bestsellerWinner of the National Academy of Sciences Best Book Award in 2012Selected by the New York Times Book Review as one of the ten best books of 2011A Globe and Mail Best Books of the Year 2011 TitleOne of The Economist's 2011 Books of the Year

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NEW YORK TIMES BESTSELLER * This instant classic explores how we can change our lives by changing our habits.

NAMED ONE OF THE BEST BOOKS OF THE YEAR BY The Wall Street Journal * Financial Times

In The Power of Habit, award-winning business reporterCharles Duhigg takes us to the thrilling edge of scientific discoveries that explain why habits exist and how they can be changed. Distilling vast amounts of information into engrossing narratives that take us from the boardrooms of Procter & Gamble to the sidelines of the NFL to the front lines of the civil rights movement, Duhigg presents a whole new understanding of human nature and its potential. At its core, The Power of Habit contains an exhilarating argument: The key to exercising regularly, losing weight, being more productive, and achieving success is understanding how habits work. As Duhigg shows, by harnessing this new science, we can transform our businesses, our communities, and our lives.
With a new Afterword by the author
"Sharp, provocative, and useful." -Jim Collins

"Few [books] become essential manuals for business and living. The Power of Habit is an exception. Charles Duhigg not only explains how habits are formed but how to kick bad ones and hang on to the good." -Financial Times

"A flat-out great read." -David Allen, bestselling author of Getting Things Done: The Art of Stress-Free Productivity

"You'll never look at yourself, your organization, or your world quite the same way." -Daniel H. Pink, bestselling author of Drive and A Whole New Mind

"Entertaining . . . enjoyable . . . fascinating . . . a serious look at the science of habit formation and change." -The New York Times Book Review

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NEW YORK TIMES BESTSELLER * This instant classic explores how we can change our lives by changing our habits.NAMED ONE OF THE BEST BOOKS OF THE YEAR BY The Wall Street Journal * Financial TimesIn The Power of Habit, award-winning business reporter Charles Duhigg takes us to the thrilling edge of scientific discoveries that explain why habits exist and how they can be changed.

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Are you hungry to help others through leadership but don't feel like you have the authority?

One of the greatest myths of leadership is that you must be in charge in order to lead. Great leaders don't buy it. Great leaders--whether they have the official authority or not--learn how to be an influential presence wherever they are.

In How to Lead When You're Not in Charge, author and pastor Clay Scroggins explains the nature of leadership and what's needed to be a great leader--even when you answer to someone else.

Drawing from biblical principles and his experience as the lead pastor of Buckhead Church in Atlanta, Georgia, Clay will help you nurture your vision and cultivate influence with integrity and confidence, even when you lack authority in your organization or ministry.

In this book, Clay will walk you through the challenge of leadership and the four basic behaviors all great leaders have and how to cultivate them:

Leading yourself

Choosing positivity

Thinking critically

Rejecting passivity

With practical wisdom and humor, Clay Scroggins will help you free yourself to become the great leader you want to be so you can make a difference. Even when you're not in charge.

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"This book will be one of the most, if not the most, pivotal leadership books you'll ever read." - Andy Stanley

"If you're ready to lead right where you are, this book can show you how to start." - Dave Ramsey

"Read this book! The marketplace is full of leadership messages, but this one is a stand out." - Louie Giglio

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Are you hungry to help others through leadership but don't feel like you have the authority?One of the greatest myths of leadership is that you must be in charge in order to lead. Great leaders don't buy it.

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The inspiration for the bestseller The Secret, a motivational force for millions of entrepreneurs and leaders, and one of the greatest guides on unleashing the power of the Law of Attraction in your life, The Master Key System is a must read for anyone wanting to achieve success in life. As you follow the lessons in The Master Key System you will be amazed at how easily and quickly you are able to change your life. It is rumored that while attending Harvard University, Bill Gates discovered and read The Master Key System. The book was Gates' inspiration to drop out of the Harvard and pursue his dream of "a computer on every desktop." You will be amazed at how easily you will be able to change your life with the help of this masterpiece. "You need not acquire this power. You already have it. But you want to understand it; you want to use it; you want to control it; you want to impregnate yourself with it, so that you can go forward and carry the world before you. "Day by day as you go on and on, as you gain momentum, as your inspiration deepens, as your plans crystallize, as you gain understanding, you will come to realize that this world is no dead pile of stones and timber, but that it is a living thing! It is made up of the beating hearts of humanity. It is a thing of life and beauty."

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The inspiration for the bestseller The Secret, a motivational force for millions of entrepreneurs and leaders, and one of the greatest guides on unleashing the power of the Law of Attraction in your life, The Master Key System is a must read for anyone wanting to achieve success in life.

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With more than four million copies sold in fifty-one languages, The Monk Who Sold His Ferrari launched a bestselling series and continues to help people from every walk of life live with far greater success, happiness and meaning in these times of dramatic uncertainty. The Monk Who Sold His Ferrari…

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Foreword by Keith Ferrazzi, author of Never Eat Alone and Who’s Got Your Back The first make-or-break step in persuading anyone to do any thing is getting them to hear you out. Whether the person is a harried colleague, a stressed-out client, or an insecure spouse, things will go from bad to worse i…

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In this must-read book for anyone striving to succeed, pioneering psychologist Angela Duckworth shows parents, educators, athletes, students, and business people-both seasoned and new-that the secret to outstanding achievement is not talent but a focused persistence called "grit."

Why do some people succeed and others fail? Sharing new insights from her landmark research on grit, MacArthur "genius" Angela Duckworth explains why talent is hardly a guarantor of success. Rather, other factors can be even more crucial such as identifying our passions and following through on our commitments.

Drawing on her own powerful story as the daughter of a scientist who frequently bemoaned her lack of smarts, Duckworth describes her winding path through teaching, business consulting, and neuroscience, which led to the hypothesis that what really drives success is not "genius" but a special blend of passion and long-term perseverance. As a professor at the University of Pennsylvania, Duckworth created her own "character lab" and set out to test her theory.

Here, she takes readers into the field to visit teachers working in some of the toughest schools, cadets struggling through their first days at West Point, and young finalists in the National Spelling Bee. She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Finally, she shares what she's learned from interviewing dozens of high achievers-from JP Morgan CEO Jamie Dimon to the cartoon editor of The New Yorker to Seattle Seahawks Coach Pete Carroll.

Winningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that -not talent or luck-makes all the difference.

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In this must-read book for anyone striving to succeed, pioneering psychologist Angela Duckworth shows parents, educators, athletes, students, and business people-both seasoned and new-that the secret to outstanding achievement is not talent but a focused persistence called "grit."Why do some people succeed and others fail?

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"A masterwork . . . the novel astonishes with its inventiveness . . . it is nothing less than a grand comic fugue."-The New York Times Book Review
A Confederacy of Dunces is an American comic masterpiece. John Kennedy Toole's hero, one Ignatius J. Reilly, is "huge, obese, fractious, fastidious, a latter-day Gargantua, a Don Quixote of the French Quarter. His story bursts with wholly original characters, denizens of New Orleans' lower depths, incredibly true-to-life dialogue, and the zaniest series of high and low comic adventures" (Henry Kisor, Chicago Sun-Times).

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Winner of the Pulitzer Prize"A masterwork . . . the novel astonishes with its inventiveness . . . it is nothing less than a grand comic fugue."-The New York Times Book ReviewA Confederacy of Dunces is an American comic masterpiece. John Kennedy Toole's hero, one Ignatius J.

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What might happen if "small talk" was replaced with conversations that matter? In their Bestselling book, Will Wise and Chad Littlefield explain how the questions we traditionally ask are often meaningless when it comes to establishing a connection. Introducing a set of practice tools for understanding others by changing the way we ask questions, Will and Chad show how to transform "How are you?-I'm fine, thanks" into conversations that change not only how you lead but who you are as a person. Educators, business professionals, personal coaches, and anyone in a position of leadership will relate to the personal successes and failures Will shares. He unpacks the art of asking questions that lay the foundation for trust, psychological safety, productivity, and impact. Chad complements Will's personal stories and examples with fascinating facts and nuances in neuroscience that are behind the art of asking. Together, the art of asking and the science behind it join to create a simple and powerful framework for leaders to build a culture of connection. In his book, Will and Chad break it down into six simple steps for all of us to be able to understand. The Asking Powerful Questions Pyramid(TM) shows you how to build: Powerful questions can be used everywhere: from the board room to the city park, the dinner table to the grocery store. If you want to connect with employees at a team building retreat, hone your leadership skills as a new boss, improve the company culture where you work...this book is for you. If you want to navigate difficult conversations with your spouse or a friend, or practice presence-based listening with your kids...this book is for you. If you want to become a better educator and facilitate an ice breaker conversation with colleagues...this book is for you. Ask Powerful Questions invites the reader on a journey that explores: the clarity of intent, connecting through rapport, creating openness, reflective listening, and empathy. How can we explore the space between ourselves and others, and exchange meaningful perspectives? Just ask- powerfully.

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What might happen if "small talk" was replaced with conversations that matter? In their Bestselling book, Will Wise and Chad Littlefield explain how the questions we traditionally ask are often meaningless when it comes to establishing a connection.

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A stunning new hardcover edition--with a full linen case, copper stamping, and colored endpapers--of one of the world's most beloved and popular spiritual classics, featuring a new foreword by Rupi Kaur, the multimillion-copy, #1 New York Times bestselling author of Milk and Honey and The Sun and Her Flowers

"This book cracked my heart wide open. And I think it's going to do the same to yours." --Rupi Kaur, from the Foreword

The most famous work of spiritual fiction of the twentieth century, The Prophet is rooted in Kahlil Gibran's own experience as an immigrant and provides inspiration to anyone feeling adrift in a world in flux. As a prophet named Almustafa is about to board a ship to travel back to his homeland after twelve years in exile, he is stopped by a group of people who ask him to share his wisdom before he leaves. In twenty-eight poetic essays, he does so, offering profound and timeless insights on many aspects of life, including love, pain, friendship, family, beauty, religion, joy, sorrow, and death.

An immediate success when first published in 1923, The Prophet is a modern classic, having been translated into more than forty languages and sold more than ten million copies in the United States alone. The message it imparts, of finding divinity through love, made it the bible of 1960s culture and continues to touch hearts and minds across generations and national borders. This edition is illustrated with twelve of Gibran's famous visionary paintings and features a foreword by Rupi Kaur.
In the sweetness of friendship let there be laughter, and sharing of pleasures.
For in the dew of little things the heart finds its morning and is refreshed.

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A stunning new hardcover edition--with a full linen case, copper stamping, and colored endpapers--of one of the world's most beloved and popular spiritual classics, featuring a new foreword by Rupi Kaur, the multimillion-copy, #1 New York Times bestselling author of Milk and Honey and The Sun and Her Flowers "This book cracked my heart wide open.

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Why do testing and accountability efforts in today's schools fail? In Deep Curriculum Alignment, English and Steffy explore the flaws in state mandated testing, advocating a more comprehensive approach to teaching and testing. This highly practical book will guide you into a deeply aligned curriculum that produces academic results and a level playing field. Each chapter covers principles of testing and curriculum building, and concludes with a summary of the key concepts presented. The authors survey various studies, present the ethical dilemmas involved in testing, and present a step-by-step guide to pedagogical parallelism and alignment.

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Why do testing and accountability efforts in today's schools fail? In Deep Curriculum Alignment, English and Steffy explore the flaws in state mandated testing, advocating a more comprehensive approach to teaching and testing. This highly practical book will guide you into a deeply aligned curriculum that produces academic results and a level playing field.

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jbullion@esc12.net
c: 254-640-3002

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Group 6 BB Breakout Jamboard

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Group 5 BB Breakout Jamboard