START WITH WHY HOW GREAT LEADERS INSPIRE EVERYONE TO TAKE ACTION BY SIMON SINEK

START WITH WHY HOW GREAT LEADERS INSPIRE EVERYONE TO TAKE ACTION BY SIMON SINEK FREE DOWNLOAD

There are leaders and there are those who lead. Leaders hold a position of power or influence. Those who lead inspire us. Whether individuals or organizations, we follow those who lead not because we have to, but because we want to. We follow those who lead not for them, but for ourselves. This is a book for those who want to inspire others and for those who want to find someone to inspire them.

This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them. Although these "natural-born leaders" may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all learn this pattern. With a little discipline, any leader or organization can inspire others, both inside and outside their organization, to help advance their ideas and their vision. We can all learn to lead  The goal of this book is not simply to try to fix the things that aren't working. Rather, I wrote this book as a guide to focus on and amplify the things that do work. I do not aim to upset the solutions offered by others. Most of the answers we get, when based on sound evidence, are perfectly valid. However, if we're starting with the wrong questions, if we don't understand the cause, then even the right answers will always steer us wrong ... eventually. The truth, you see, is always revealed... eventually.

START WITH WHY HOW GREAT LEADERS INSPIRE EVERYONE TO TAKE ACTION BY SIMON SINEK COVER PAGE

START WITH WHY HOW GREAT LEADERS INSPIRE EVERYONE TO TAKE ACTION BY SIMON SINEK CONTENTS:


PART 1: A WORLD THAT DOESN'T START WITH WHY
PART 3: LEADERS NEED A FOLLOWING
PART 4: HOW TO RALLY THOSE WHO BELIEVE
PART 5: THE BIGGEST CHALLENGE IS SUCCESS
PART 6: DISCOVER WHY

Made To Stick Why Some Ideas Survive And Others Die Chip Heath & Dan Heath

Made To Stick Why Some Ideas Survive And Others Die Chip Heath & Dan Heath Book Free Download.

Made To Stick Why Some Ideas Survive And Others Die Chip Heath & Dan Heath cover page

CHAPTER 1:

Commander’s Intent. THE low-fare airline. Burying the lead and the inverted pyramid. It’s the economy, stupid. Decision paralysis. Clinic: Sun exposure. Names, names, and names. Simple = core + compact. Proverbs. The Palm Pilot wood block. Using what’s there. The pomelo schema. High concept: Jaws on a spaceship. Generative analogies: Disney’s “cast members.”

CHAPTER 2:

The successful flight safety announcement. The surprise brow. Gimmicky surprise and “postdictability.” Breaking the guessing machine. “The Nordie who . . .” “No school next Thursday.” Clinic: Too much on foreign aid? Saturn’s rings. Movie turning points. Gap theory of curiosity. Clinic: Fund-raising. Priming the gap: NCAA football. Pocketable radio. Man on the moon.

CHAPTER 3:
Sour grapes. Landscapes as eco-celebrities. Teaching subtraction with less abstraction. Soap-opera accounting. Velcro theory of memory. Brown eyes, blue eyes. Engineers vs. manufacturers. The Ferraris go to Disney World. White things. The leather computer. Clinic: Oral rehydration therapy. Hamburger Helper and Saddleback Sam.

CHAPTER 4

The Nobel-winning scientist no one believed. Flesh-eating bananas. Authority and antiauthority. Pam Laffin, smoker. Powerful details. Jurors and the Darth Vader toothbrush. The dancing seventy-three year old. Statistics: Nuclear warheads as BBs. The human-scale principle. Officemates as a soccer team. Clinic: Shark attack hysteria. The Sinatra Test. Transporting Bollywood movies. Edible fabric. Where’s the beef? Testable credentials. The Emotional Tank. Clinic: Our flawed intuition. NBA rookie camp.

CHAPTER 5

The Mother Teresa principle: If I look at the one, I will act. Beating smoking with the Truth. Semantic stretch and why unique isn’t unique. Reclaiming “sportsmanship.” Schlocky but masterful mail-order ads. WIIFY. Cable television in Tempe. Avoiding Maslow’s basement. Dining in Iraq. The popcorn popper and political science. Clinic: Why study algebra? Don’t mess with Texas. Who cares about duo piano? Creating empathy.

Chapter 6:

The day the heart monitor lied. Shop talk at Xerox. Helpful and unhelpful visualizations. Stories as flight simulators. Clinic: Dealing with problem students. Jared, the 425-pound fast-food dieter. Spotting inspiring stories. The Challenge Plot. The Connection Plot. The Creativity Plot. Springboard stories at the World Bank: A health worker in Zambia. How to make presenters angry with stories.

WAR INBOARD THE ROOM: Why Left-Brain Management and Right-Brain Marketing Do not See Eye-to-Eye and What to Do About It AL & LAURA RIE

WAR INBOARD THE ROOM: Why Left-Brain Management and Right-Brain Marketing Don’t See Eye-to-Eye and What to Do About It AL & LAURA RIES book Free download.

Your brain is divided into two completely separate hemispheres. Each hemisphere processes information differently. Your left hemisphere processes information in series. It thinks in language. It works linearly and methodically. Your right hemisphere processes information in parallel. It thinks in mental images. It “sees” the big picture. One side of your brain or the other is dominant. In itself, that should not be surprising since it’s consistent with another well-known human trait. Some people are left-handed and some people are righthanded. In a similar fashion, some people are left brainers and some people are right brainers. (The two are independent. Left brainers can be either right-handed or left-handed. And vice versa).

What are you? If you’re the CEO of a major corporation, chances are good you are a left brainer. Before you make a decision, you want to be supported by facts, figures, market data, consumer re-Preface search. It couldn’t be otherwise in a world where the ultimate measurement is the bottom line and the stock price. If you have a job in marketing, chances are good you are a right brainer. You often make decisions by “gut instinct” with little or no supporting evidence. It couldn’t be otherwise in a creative discipline like marketing.

WAR INBOARD THEROOM Why Left-Brain Management and Right-Brain Marketing Don’t See Eye-to-Eye— and What to Do About It AL & LAURA RIES cover page

WAR INBOARD THEROOM Why Left-Brain Management and Right-Brain Marketing Don’t See Eye-to-Eye— and What to Do About It AL & LAURA RIES Contents:

1. Management deals in reality
2. Marketing deals in perception.
3. Management concentrates on the product.
4. Marketing concentrates on the brand.
5. Management wants to own the brand.
6. Marketing wants to own the category.
7. Management demands better products.
8. Marketing demands different products. 31Contents
9. Management favors a full line.
10. Marketing favors a narrow line.
11. Management tries to expand the brand.
12. Marketing tries to contract the brand
13. Management strives to be the “first mover.”
14. Marketing strives to be the “first minder.
15. Management expects a “big-bang” launch.
16. Marketing expects a slow takeoff.
17. Management targets the center of the market.
18. Marketing targets one of the ends
19. Management would like to own everything.
20. Marketing would like to own a word
21. Management deals in verbal abstractions.
22. Marketing deals in visual hammers.
23. Management prefers a single brand.
24. Marketing prefers multiple brands.
25. Management values cleverness.
26. Marketing values credentials.
27. Management believes in double branding.
28. Marketing believes in single branding.
29. Management plans on perpetual growth.
30. Marketing plans on market maturity.
31. Management tends to kill new categories.
32. Marketing tends to build new categories.
33. Management wants to communicate.
34. Marketing wants to position.
35. Management wants customers for life.
36. Marketing is happy with a short-term fling.
37. Management loves coupons and sales.
38. Marketing loathes them.
39. Management tries to copy the competition.
40. Marketing tries to be the opposite.
41. Management hates to change a name.
42. Marketing often welcomes a name change.
43. Management is bent on constant innovation.
44. Marketing is happy with just one.
45. Management has the hots for multimedia.
46. Marketing is not so sure.
47. Management focuses on the short term.
48. Marketing focuses on the long term.
49. Management counts on common sense.
50. Marketing counts on marketing sense.