Donald Trump and Robert Kiyosaki are both concerned. Their concern is that the rich are getting richer, but America is getting poorer. The entitlement mentality is epidemic, creating people who expect their country, employer, or family to take care of them. And like the polar ice caps, the middle class is disappearing. America is becoming a two-class society, and soon you will be either rich or poor. Trump and Kiyosaki want you to be rich.
Seth Godin, one of today's most influential business thinkers, writes best-selling books like Purple Cow and All Marketers Are Liars. And in between those annual books, he delivers a daily stream of ideas on one of the world's most popular blogs.
"Perfect when you need to boost your creativity"
Innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each faces the same challenges to protect existing critical revenue streams while supporting new concepts that may be crucial to future success.
"'The Lego Batman Movie' Review: Superbly Silly, With Villainous Supernumeraries" is from the February 10, 2017 Arts section of The Wall Street Journal. It was written by Joe Morgenstern and narrated by Paul Ryden.
It's such a savage thing to lose your memory, but the crazy thing is it doesn't hurt one bit. A blackout doesn't sting or stab or leave a scar when it robs you. Close your eyes and open them again. That's what a blackout feels like. For Sarah Hepola, alcohol was 'the gasoline of all adventure'. She spent her evenings at cocktail parties and dark bars where she proudly stayed till last call. Drinking felt like freedom, part of her birthright as a strong, enlightened 21st-century woman.
"Very good but"
Strategic hardball is about playing rough and tough with competitors; strategic curveball is about outfoxing them. It involves getting rivals to do something dumb that they otherwise wouldn't (that is, swing at a pitch that appears to be in the strike zone but isn't) or not do something smart that they otherwise would (that is, fail to swing at a pitch that's in the strike zone but appears not to be). In this article, George Stalk, Jr. describes four types of curveballs you can throw your competitors.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.
"Really enjoyed it."
"'A Dog's Purpose' Review: The Soul of a Canine Unleashed" is from the January 26, 2017 Arts section of The Wall Street Journal. It was written by Joe Morgenstern and narrated by Paul Ryden.
This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline. It clearly explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Peter Drucker, the most influential and widely-read thinker and writer on modern organizations, gives us a superbly practical book that explains what established businesses, public service institutions, and new ventures have to know, have to learn, and have to do in today's economy and marketplace.
"Seminal work in Innovation but awful narration"
Albert-Laszlo Barabasi traces the fascinating history of connected systems. Understanding the structure and behavior of networks will forever alter our world, allowing us to design the "perfect" business or stop a disease outbreak before it goes global.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
We all want to be valued - and be viewed as valuable - at work. But respect isn't a given; you have to earn it.
"Wedding Bells", by Jeffrey Toobin; "Buzzer Beaters", by Reeves Wiedeman; "The Master", by Marc Fisher; "Long Way Home", by David Sedaris; and "Rough Rides", by David Denby.
When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor John J. Gabarro relates the findings of two sets of field studies he conducted, covering 14 management successions.
In this endlessly fascinating book, New Yorker columnist James Surowiecki explores a deceptively simple idea that has profound implications: large groups of people are smarter than an elite few, no matter how brilliant. Groups are better at solving problems, fostering innovation, coming to wise decisions, even predicting the future.
"All of us are smarter than any of us"
You have an ambitious team member who's asking to be promoted to manager. He's great at his job, but is he really ready to lead? How do you judge his skills and experience? What's the best way to measure his potential?
The New Yorker's blend of reporting, commentary, criticism, fiction, and cartoons has garnered 36 National Magazine Awards since its debut in 1925 - more than any other publication. Edited by Pulitzer Prize winner David Remnick, the magazine has had only five editors in its 80-year history. Each week, Audible and the editorial staff of The New Yorker work together to select a variety of the issue's best articles from The Talk of the Town, Fiction, The Critics, and more. Each article is read in its entirety. The New Yorker is available in audio exclusively at audible.com.
We all have too much to do and too little time to do it. As a boss, you may have already learned how to plan, prioritize, and streamline your work. But how can you help your team members do the same? Should you dictate the processes and tools they use? How do you keep people from taking on too much and burning out or continuously spinning their wheels?
When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly.