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We CAN create cultures where everyone does the best work of their lives and enjoys working together. Radical Respect offers a simple framework that helps us identify what gets in the way of that—and practical, tactical tips for how to get back on track. Candid stories from Scott’s career make it a memorable listen.

Ifeomasinachi Ike delivers a moving and impactful exploration of why equity is so important, the shortcomings of institutional diversity and inclusion (D&I) initiatives, and how we creatively and boldly design cultures centering the expertise of those who know firsthand how inequity has shaped work culture. The book examines the dynamics of normalized institutional oppression, offers real-world case studies, and provides listeners with new practices, key performance indicators (KPIs), and milestones for measuring the success of modern DEI efforts.

Ilya Strebulaev has spent the last two decades at Stanford studying VCs’ counterintuitive approaches to decision-making, and the reasons behind the success and failure of corporate innovation efforts. Alex Dang, a senior leader at McKinsey and Amazon, has seen up close the impact VCs’ thinking and mechanisms can have on a business’ success. Together in The Venture Mindset, they present nine distinct principles that can help anyone looking to transform their business and achieve extraordinary results, no matter the industry.

Following Overwhelmed, Brigid Schulte’s groundbreaking examination of time management and stress, the prizewinning journalist now turns her attention to the greatest culprit in America’s quality-of-life crisis: the way our economy and culture conceive of work. Americans across all demographics, industries, and socioeconomic levels report exhaustion, burnout, and the wish for more meaningful lives. This full-system failure in our structure of work affects everything from gender inequality to domestic stability, and it even shortens our lifespans.

The Case for Quitting has descriptive copy which is not yet available from the Publisher.

Whether we're just starting out or are well into our professional journeys, we often equate our productivity with the number of hours we spend working. But do we really need to work endless hours, through weekends, and during vacations to be seen as stars? To find a healthy balance between our personal and professional lives, we need to make space for ourselves, define what we value most, and set goals that take those values into account.

Through blatant lies, deep cover-ups, and high-level collusion with government and media, Big Pharma has continuously put profits over people with dangerous results. Now, with her signature investigative rigor and uncompromising commitment to the facts, Sharyl Attkisson takes listeners on an eye-opening journey through the dark underbelly of the pharmaceutical industry.

In his classic book, The Five Dysfunctions of a Team, Patrick Lencioni laid out a groundbreaking approach for tackling the perilous group behaviors that destroy teamwork. Here he turns his focus to the individual, revealing the three indispensable virtues of an ideal team player. In The Ideal Team Player, Lencioni tells the story of Jeff Shanley, a leader desperate to save his uncle’s company by restoring its cultural commitment to teamwork. Jeff must crack the code on the virtues that real team players possess, and then build a culture of hiring and development around those virtues.

Make Work Fair has descriptive copy which is not yet available from the Publisher.

As CEO of the Consumer Technology Association ®, owner and producer of CES ®, Gary Shapiro has had a front row seat to the launch of nearly every recent major technology. He's seen tech companies rise and fall, and bankrupt entrepreneurs become billionaires. After more than four decades in the industry, he knows that the leaders who make it in tech world have one thing in common: they know how to pivot.

Throughout his storied career, Aswath Damodaran has searched for the universal key to demystify corporate finance and valuation. Now, at last, he offers the groundbreaking answer to listeners everywhere. It turns out there is a corporate lifecycle very much like our own—with unique stages of growth and decline. And just as we must learn to act our age, so too must companies.

Think of your most valuable skill, the thing you can reliably do under pressure to deliver results. How did you learn it? Whatever your job – plumber, attorney, teacher, surgeon – decades of research show that you achieved mastery by working with someone who knew more than you did. Formal learning—school and books—gave you conceptual knowledge, but you developed your skill by working with an expert.

In I Hate Job Interviews, Sam shares his proven methodology and provides simple frameworks and demonstrations on how to answer any type of job interview question. Using this proven system, job candidates will gain confidence in answering introductory, behavioral, hypothetical, opinion, personal, think-on-your-feet, salary, and self-awareness questions.

With so many forces of change buffeting the business world today, a scary state of flux has replaced any sense of certainty, stability, and familiarity, delivering a wake-up call to make crucial changes happen, make them happen quickly, and make them stick. Traditional approaches to change management fall into one of two categories but neither offer a full picture to what really happens in an organization. Change expert Siobhan McHale offers a third option: organizations are complex ecosystems that require a Hive Mind or Group Intelligence (GQ) to bring about meaningful and lasting change.

Virtuous leaders, virtue-grounded teams, and virtue-led organizations inspire performance. The Virtue Proposition explains how. Sig Berg, founder of the Severn Leadership Group, explains what’s missing from traditional leadership, with its emphasis on the rules and rituals of boardrooms and c-suites, and from iconoclastic leadership, which urges you to move fast and break things. Neither of these embrace virtues, and neither has, nor ever will, deliver consistent superior results.

Being an inclusive manager boils down to finding ways to balance power and love day-to-day. When do we prioritize the needs of an individual employee over that of the whole team? When do we hold firm that what the team needs is more important than what the individual wants? How do we ensure that we uphold one person’s boundaries without compromising another’s? How do we live up to the promises we make to ourselves and to each other, all while driving results and hitting our earnings targets?

According to recent studies, barely a third of American workers feel “engaged” at work, and for many people around the world, happiness is lowest when earning power is highest. After a global pandemic that changed why, how, and what people do for a living, many workers find themselves wondering what makes their daily routine worthwhile. In Is Your Work Worth It?, two professors–a philosopher and organizational psychologist–investigate the purpose of work and its value in our lives.

The truth is customer experience is not what it used to be. New technologies, values, generational expectations, economic instability—and the rapid pace of change—all must be considered as you forge ahead. How do you put the customer first in the face of all these emerging trends? Using cutting-edge research and interviewing top leaders across industries, customer experience futurist Blake Morgan has pulled together eight new laws that the best companies follow in terms of building and maintaining a focus on the customer.

Once, the job of leaders was to identify problems and fix them, while leaving nonproblems alone. Today, the notion that the new way is always better than the old way—and that if you aren’t disrupting everything, you are losing—has come to constitute a new orthodoxy of business thinking. Whether it’s a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is life in the blender: a perpetual state of upheaval, uncertainty, and unease.

Business leaders know that the key to competitive success is smart management of scarce resources. That's why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization—resources that are too often squandered.