Lead From The Outside

Lead from the Outside
by Stacey Abrams

A personal and empowering blueprintfrom one of America’s rising Democratic starsfor outsiders who seek to become the ones in charge

Leadership is hard. Convincing others—and often yourself—that you possess the answers and are capable of world-affecting change requires confidence, insight, and sheer bravado. Minority Leader is the handbook for outsiders, written with the awareness of the experiences and challenges that hinder anyone who exists beyond the structure of traditional white male power—women, people of color, members of the LGBTQ community, and millennials ready to make a difference.

In Minority Leader, Stacey Abrams argues that knowing your own passion is the key to success, regardless of the scale or target. From launching a company, to starting a day care center for homeless teen moms, to running a successful political campaign, finding what you want to fight for is as critical as knowing how to turn thought into action. Stacey uses her experience and hard-won insights to break down how ambition, fear, money, and failure function in leadership, while offering personal stories that illuminate practical strategies.

Stacey includes exercises to help you hone your skills and realize your aspirations. She discusses candidly what she has learned over the course of her impressive career: that differences in race, gender, and class are surmountable. With direction and dedication, being in the minority actually provides unique and vital strength, which we can employ to rise to the top and make real change.


Lead from the Outside
by Stacey Abrams

“Abrams’s own grit, coupled with her descriptions of much stumbling and self-doubt, will make [Lead from the Outside] touch you in a way few books by politicians can.”
The New York Times

National leader Stacey Abrams has written the guide to harnessing the strengths of being an outsider and succeeding anyway.

Leadership is hard. Convincing others—and yourself—that you are capable of taking charge and achieving more requires insight and courage. Lead from the Outside is the handbook for outsiders, written with an eye toward the challenges that hinder women, people of color, the working class, members of the LGBTQ community, and millennials ready to make change. Stacey uses her hard-won insights to break down how ambition, fear, money, and failure function in leadership, and she includes practical exercises to help you realize your own ambition and hone your skills. Lead from the Outside discusses candidly what Stacey has learned over the course of her impressive career in politics, business and the nonprofit world: that differences in race, gender, and class provide vital strength, which we can employ to rise to the top and create real and lasting change.


Open Leadership
by Charlene Li

An essential guide for leaders who want to use social media to be “open” while maintaining control

“Be Open, Be Transparent, Be Authentic” are the current leadership mantras-but companies often push back. Business is premised on the concept of control and yet the new world order demands openness-leaders do not know how to be open and be in control. This must-have resource will help the modern leader understand how to lead in the new open world-where blogging, twittering, facebooking, and digging are becoming the norm. the author lays out the steps that leaders must take to transform their organizations and themselves into being “open” -and exactly what that will mean.

  • Shows how to use social media to become an open organization
  • Offers basic advice for leaders who are adapting to the new era of openness in the marketplace
  • The author Charlene Li is one of the foremost experts on social media and technologies

In easy-to-understand language, this book will help leaders orient themselves to social networking and other technological advances.


Lean In
by Sheryl Sandberg

The #1 international best seller

In Lean In, Sheryl Sandberg reignited the conversation around women in the workplace.

Sandberg is chief operating officer of Facebook and coauthor of Option B with Adam Grant. In 2010, she gave an electrifying TED talk in which she described how women unintentionally hold themselves back in their careers. Her talk, which has been viewed more than six million times, encouraged women to “sit at the table,” seek challenges, take risks, and pursue their goals with gusto.

Lean In continues that conversation, combining personal anecdotes, hard data, and compelling research to change the conversation from what women can’t do to what they can. Sandberg provides practical advice on negotiation techniques, mentorship, and building a satisfying career. She describes specific steps women can take to combine professional achievement with personal fulfillment, and demonstrates how men can benefit by supporting women both in the workplace and at home.

Written with humor and wisdom, Lean In is a revelatory, inspiring call to action and a blueprint for individual growth that will empower women around the world to achieve their full potential. 


Mark Z. Danielewski’s House of Leaves
by Mark Z. Danielewski, Zampan?o

Years ago, when House of Leaves was first being passed around, it was nothing more than a badly bundled heap of paper, parts of which would occasionally surface on the Internet. No one could have anticipated the small but devoted following this terrifying story would soon command. Starting with an odd assortment of marginalized youth — musicians, tattoo artists, programmers, strippers, environmentalists, and adrenaline junkies — the book eventually made its way into the hands of older generations, who not only found themselves in those strangely arranged pages but also discovered a way back into the lives of their estranged children.

Now, for the first time, this astonishing novel is made available in book form, complete with the original colored words, vertical footnotes, and newly added second and third appendices.

The story remains unchanged, focusing on a young family that moves into a small home on Ash Tree Lane where they discover something is terribly wrong: their house is bigger on the inside than it is on the outside.

Of course, neither Pulitzer Prize-winning photojournalist Will Navidson nor his companion Karen Green was prepared to face the consequences of that impossibility, until the day their two little children wandered off and their voices eerily began to return another story — of creature darkness, of an ever-growing abyss behind a closet door, and of that unholy growl which soon enough would tear through their walls and consume all their dreams.


Start with why
by Simon Sinek

The inspiring, life-changing bestseller by the author of LEADERS EAT LAST and TOGETHER IS BETTER.

In 2009, Simon Sinek started a movement to help people become more inspired at work, and in turn inspire their colleagues and customers. Since then, millions have been touched by the power of his ideas, including more than 28 million who’ve watched his TED Talk based on START WITH WHY — the third most popular TED video of all time.

Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won’t truly buy into a product, service, movement, or idea until they understand the WHY behind it.

START WITH WHY shows that the leaders who’ve had the greatest influence in the world all think, act, and communicate the same way — and it’s the 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 led, and people can be inspired. And it all starts with WHY.


Herding Tigers
by Todd Henry

A practical handbook for every manager charged with leading teams to creative brilliance, from the author of The Accidental Creative and Die Empty.

Doing the work and leading the work are very different things. When you make the transition from maker to manager, you give ownership of projects to your team even though you could do them yourself better and faster. You’re juggling expectations from your manager, who wants consistent, predictable output from an inherently unpredictable creative process. And you’re managing the pushback from your team of brilliant, headstrong, and possibly overqualified creatives.

Leading talented, creative people requires a different skill set than the one many management books offer. As a consultant to creative companies, Todd Henry knows firsthand what prevents creative leaders from guiding their teams to success, and in Herding Tigers he provides a bold new blueprint to help you be the leader your team needs. Learn to lead by influence instead of control. Discover how to create a stable culture that empowers your team to take bold creative risks. And learn how to fight to protect the time, energy, and resources they need to do their best work.

Full of stories and practical advice, Herding Tigers will give you the confidence and the skills to foster an environment where clients, management, and employees have a product they can be proud of and a process that works.


Good to Great
by Jim Collins

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world’s greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness — why some companies make the leap and others don’t.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

  • Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
  • The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
  • A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
  • The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, “fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?


Leadership and Self-Deception
by Arbinger Institute

For too long, the issue of self-deception has been the realm of deep-thinking philosophers, academics, and scholars working on the central questions of the human sciences. The public remains generally unaware of the issue. That would be fine except that self-deception is so pervasive it touches every aspect of life. “Touches” is perhaps too gentle a word to describe its influence. Self-deception actually determines one’s experience in every aspect of life. The extent to which it does that, and in particular the extent to which it is the central issue in personal and professional leadership, is the subject of this book. Leadership and Self-Deception, first published in the year 2000, became an international bestseller. Launched with no fanfare when Arbinger (and its work) was little known, the book generated tremendous word-of-mouth momentum. Sales of the book continue to grow at an increasing rate even today, and the book continues to appear on bestseller lists around the world, many years after publication. The book is currently available in more than twenty languages.Arbinger is a worldwide institute that helps organizations, families, individuals, and communities to solve the problems that have been created by the little-known but pervasive problem of self-deception (the problem of not knowing, and resisting the possibility, that one has a problem). Most conflicts, for example, are perpetuated by the problem of self-deception, as are most failures in communication and most breakdowns in trust and accountability. Unless one can solve the problem of not knowing one has a problem, these other problems necessarily remain. Try telling others they have a problem, however, and the depth of the problem of self-deception becomes clear. How can you help others to see something they are unwilling to see? This is the central challenge created by the problem of self-deception and the challenge that Arbinger’s work is designed to overcome. Arbinger’s materials educate people about the problem of self-deception, and Arbinger’s methodologies help people to overcome it.


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