The digital revolution is here. It's changing how work gets done, how industries are structured, and how people from all walks of life work, behave and relate to each other. To thrive in a world driven by data and powered by algorithms, we must learn to see, think, and act in new ways. With the digital mindset, you can ask the right questions, make smart decisions and appreciate new possibilities for a digital future. Leaders who adopt these approaches will be able to develop their organization's talent to prepare their company for successful and continued digital transformation.

You're told that if you "do what you love, you'll never work a day in your life." Whether it's working for "exposure" and "experience," or enduring poor treatment in the name of "being part of the family," all employees are pushed to make sacrifices for the privilege of being able to do what we love.

Warehouse workers pack boxes while a virtual dragon races across their screen. If they beat their colleagues, they get an award. If not, they can be fired. Uber presents exhausted drivers with challenges to keep them driving. China scores its citizens so they behave well, and games with in-app purchases use achievements to empty your wallet. Points, badges, and leaderboards are creeping into every aspect of modern life. Game designer Adrian Hon delivers a blistering takedown of how corporations, schools, and governments use games and gamification as tools for profit and coercion.

Long before the pandemic, Ruha Benjamin was doing groundbreaking research on race, technology, and justice, focusing on big, structural changes. But the twin plagues of COVID-19 and anti-Black police violence inspired her to rethink the importance of small, individual actions. Part memoir, part manifesto, Viral Justice is a sweeping and deeply personal exploration of how we can transform society through the choices we make every day.

Reparations for slavery have become a reinvigorated topic for public debate over the last decade. Most theorizing about reparations treats it as a social justice project—either rooted in reconciliatory justice focused on making amends in the present; or, they focus on the past, emphasizing restitution for historical wrongs. Olúfemi O. Táiwò argues that neither approach is optimal, and advances a different case for reparations—one rooted in a hopeful future that tackles the issue of climate change head on, with distributive justice at its core.

Immense in scope and vision and filled with brilliant insights into human nature, this program is the ultimate work on the psychology of self-esteem. Listen and find out the strength Dr. Branden's six pillars will award you.

Peter Senge's groundbreaking ideas on building organizations have made him a household name among corporate managers. His theories help businesses to clarify their goals, to defy the odds, to more clearly understand threats, and to recognize new opportunities. He introduces managers to a new source of competitive advantage, and offers a marvelously empowering approach to work.

A string of best sellers have alerted us to the importance of grit - an ability to persevere and control one's impulses that is closely associated with greatness. But no book yet has charted the most accessible and powerful path to grit: our prosocial emotions. These feelings - gratitude, compassion, and pride - are easier to generate than the willpower and self-denial that underpin traditional approaches to grit. And, while willpower is quickly depleted, prosocial emotions actually become stronger the more we use them.

This book is not easy: It contains no quick-fix plan for a better, brighter tomorrow, and gives no ready-made answers. Instead, Vanessa Machado de Oliveira presents us with a challenge: to grow up, step up, and show up for ourselves, our communities, and the living Earth, and to interrupt the modern behavior patterns that are killing the planet we’re part of.

Written by Sir John Whitmore, the pioneer of coaching, and Performance Consultants, the global market leaders in performance coaching, this extensively revised and extended edition will revolutionize the traditional approach to organizational culture. Brand-new practical exercises, corporate examples, and coaching dialogues strengthen the learning process, whilst a critical new chapter demonstrates how to measure the benefits of coaching as a return on investment, ensuring this landmark new edition will remain at the forefront of professional coaching and leadership development.

Can we really learn to be happy? Yes, we can. Each semester, nearly 1,400 students sign up for Harvard professor Tal Ben-Shahar's life-changing class, "How to Get Happy". Currently it's the hottest course at Harvard, taken by 20 percent of its graduates. In Happier, Professor Ben-Shahar brings the ideas of the Ivory Tower to Main Street, distilling the lessons and exercises from his course into a slim volume of practical wisdom.

Growing up, I’ve struggled with wearing different personality masks. I realized that unless I find my real self and discover my true personality type, there was a very good chance that I would never be able to enjoy healthy, happy, and meaningful relationships. So I looked at all the research I could find that could give me clues to my real personality. Ultimately, I stumbled upon this secret that would be responsible for helping me find my true type and finally be myself.

How do we as individuals and organizations survive amid tremendous change? Why are efforts to improve falling so short in real results, despite the millions of dollars in time, capital, and human effort being spent? How do we unleash creativity, talent, and energy in the midst of pressure? Is it realistic to believe that balance among personal, family, and professional life is possible? Stephen R. Covey demonstrates that the answer to these and other dilemmas is Principle-Centered Leadership, a long-term, inside-out approach to developing people and organizations.

In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular—with life-changing results often achieved in 8 or 10 weeks. Rooted firmly in social-science research, Pfeffer’s 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance.

Managers want great teams, but most build them around decades-old ideas and practices made popular by companies that have lost their edge. Extreme Teams looks at the new generation of teams driving growth in today's most innovative firms. They do this by doing things differently: hiring the right person instead of the best person; focusing on one priority while leaving room to explore new ideas; creating an environment where people are comfortable dealing with the uncomfortable.