The start of the New Year is a perfect time to start a "stop doing" list and to make this the cornerstone of your New Year's resolutions, be it for your company, your family, or yourself.
To judge by the bestseller lists, a lot of people think you can become a leader by reading books. You can—but they're not the ones you'd expect.
Jim Collins offers what he believes to be the complete guide to the best business and management books ever written.
by Peter F. Drucker (Foreword to the book published by HarperCollins)
Peter Drucker had an uncanny ability to develop insights about theworkings of the social world and to later be proved right by history.
Edited by Mark N. Vamos and David Lidsky (Foreword to the book published by Penguin Group)
We need to examine life, work, and the connection between thetwo. We live short and die long, in the words of Dr. Walter M. Bortz, and the urgency of getting on with what we are meant to do with this one short life increases with each passing day.
by Bob Buford (Foreword to the book published by Zondervan)
We only get one life, and the urgency of getting on with what we’re meant to do increases every day.
by Frances Hesselbein (Foreword to the book by Frances Hesselbein)
As we can learn from Frances Hesselbein, if your leadership flows first and foremost from inner character and integrity of ambition, then you can justly ask people to lend themselves to your organization and its mission—and you can create results.
by Michael Ray (Foreword to the book by Michael Ray)
In Life, and in Business, you can follow the paint by numbers kit—or you can start with a blank canvas and paint a masterpiece.
Edited by Michael Useem, Jerry Useem and Paul Asel (Chapter 1 and Epilogue from the book Upward Bound: Nine Original Accounts of How Business Leaders Reached Their Summits.)
Jim has been a rock climber for more than 35 years. Here he shares some of his lessons for life and business that he learned in the vertical classroom, such as: climb to fallure, not failure; separate probability from consequence; be an expert beginner.
Edited by Major Doug Crandall (Foreword to the book published by Jossey-Bass)
"In business, if you make bad decisions, people lose money, and perhaps jobs," the captain said. "In the military, if you make bad decisions, nations can fall and people can die."
Becoming a learning person involves responding to every situation with learning in mind.
The board of directors you really need doesn't give a damn about your company.
by Peter F. Drucker (Foreword to the book by Peter F. Drucker)
There are two ways to change the world: the pen (the use of ideas) and the sword (the use of power). Peter Drucker chose the pen and thereby rewired the brains of thousands who carry the sword—and contributed as much to the triumph of the free world as any other individual.
Want to make room for all those new projects? Stop one thing you're doing right now.
Here's the truth: The problem isn't the market's rise or fall. The problem is people who react to events rather than seek to create something great.
Turning Goals into Results: The Power of Catalytic Mechanisms (not available online)
Harvard Business Review
Catalytic mechanisms are the most promising devices executives can use toachieve their Big Hairy Audacious Goals. For the full text of this article, please contact Harvard Business Review.