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SUPERBOSSES
by Sydney Finkelstein • 2016
What separates leaders who produce talent from those who manage it: the answer is teachable.
3.58
1k+
SUPERBOSSES Summary
SUPERBOSSES 89%
What separates leaders who produce talent from those who manage it: the answer is teachable.
by Sydney Finkelstein 2016
3.58
1k+ ratings
Talent
by Tyler Cowen • 2022
Your best hire isn't conscientious or credentialed. An economist explains what to look for instead.
3.57
1k+
Talent Summary
Talent 89%
Your best hire isn't conscientious or credentialed. An economist explains what to look for instead.
by Tyler Cowen 2022
3.57
1k+ ratings
The 80/20 Individual
by Richard Koch • 2002
Nine rules for turning the best sliver of your work into your whole career and paycheck.
3.61
292
The 80/20 Individual Summary
The 80/20 Individual 89%
Nine rules for turning the best sliver of your work into your whole career and paycheck.
by Richard Koch 2002
3.61
292 ratings
Who Not How
by Dan Sullivan • 2020
Delegation isn't outsourcing busywork. It's breaking through ceilings you couldn't crack alone.
4.15
6k+
Who Not How Summary
Who Not How 89%
Delegation isn't outsourcing busywork. It's breaking through ceilings you couldn't crack alone.
by Dan Sullivan 2020
4.15
6k+ ratings
Talent Wins
by Ram Charan • 2018
Three leaders, one table, one mandate: turn HR from overhead into your competitive advantage.
3.81
349
Talent Wins Summary
Talent Wins 88%
Three leaders, one table, one mandate: turn HR from overhead into your competitive advantage.
by Ram Charan 2018
3.81
349 ratings
It's Not the How or the What but the Who
by Claudio Fernández-Aráoz • 2014
Credentials are yesterday's bet. The real edge is reading potential before the résumé proves it.
3.98
270
It's Not the How or the What but the Who Summary
It's Not the How or the What but the Who 88%
Credentials are yesterday's bet. The real edge is reading potential before the résumé proves it.
by Claudio Fernández-Aráoz 2014
3.98
270 ratings
Talent is Overrated
by Geoff Colvin • 2008
Forget talent. World-class skill comes from a demanding, feedback-rich practice no one enjoys.
3.93
21k+
Talent is Overrated Summary
Talent is Overrated 88%
Forget talent. World-class skill comes from a demanding, feedback-rich practice no one enjoys.
by Geoff Colvin 2008
3.93
21k+ ratings
The Rare Find
by George Anders • 2011
The people your hiring process rejects are your best candidates. How to let them prove it.
3.75
364
The Rare Find Summary
The Rare Find 88%
The people your hiring process rejects are your best candidates. How to let them prove it.
by George Anders 2011
3.75
364 ratings
Strengths Finder 2.0
by Tom Rath • 2007
Your biggest growth lever isn't your weakness. The test that names your five real ones.
3.93
57k+
Strengths Finder 2.0 Summary
Strengths Finder 2.0 88%
Your biggest growth lever isn't your weakness. The test that names your five real ones.
by Tom Rath 2007
3.93
57k+ ratings
How to Become a Great Boss
by Jeffrey J. Fox • 2002
Stop coaching low performers. The rules for hiring, developing, and keeping your best people.
3.87
423
How to Become a Great Boss Summary
How to Become a Great Boss 88%
Stop coaching low performers. The rules for hiring, developing, and keeping your best people.
by Jeffrey J. Fox 2002
3.87
423 ratings
Talent Is Never Enough
by John C. Maxwell • 2006
Natural ability gets the interview. Character, focus, and grit land the job.
4.21
2k+
Talent Is Never Enough Summary
Talent Is Never Enough 88%
Natural ability gets the interview. Character, focus, and grit land the job.
by John C. Maxwell 2006
4.21
2k+ ratings
Rise
by Patty Azzarello • 2012
Hard work won't get you promoted. Three moves to stand out, lead, and love your life.
4.42
1k+
Rise Summary
Rise 88%
Hard work won't get you promoted. Three moves to stand out, lead, and love your life.
by Patty Azzarello 2012
4.42
1k+ ratings
Who
by Geoff Smart • 2008
Hiring fails half the time; mistakes cost 15x salary. The system that flips the odds.
3.96
8k+
Who Summary
Who 88%
Hiring fails half the time; mistakes cost 15x salary. The system that flips the odds.
by Geoff Smart 2008
3.96
8k+ ratings
Dream Team
by Ludovic Girodon • 2019
Recruit smart, onboard well, and build the daily rituals that make teams impossible to leave.
4.28
46
Dream Team Summary
Dream Team 88%
Recruit smart, onboard well, and build the daily rituals that make teams impossible to leave.
by Ludovic Girodon 2019
4.28
46 ratings
The Alliance
by Reid Hoffman • 2014
Companies and workers need a new pact: finite missions that build value for both sides.
3.80
3k+
The Alliance Summary
The Alliance 88%
Companies and workers need a new pact: finite missions that build value for both sides.
by Reid Hoffman 2014
3.80
3k+ ratings
Smart and Gets Things Done
by Spolsky • 2007
Why great engineers are worth ten times the average, and the interview tactics that reveal them.
4.00
1k+
Smart and Gets Things Done Summary
Smart and Gets Things Done 88%
Why great engineers are worth ten times the average, and the interview tactics that reveal them.
by Spolsky 2007
4.00
1k+ ratings
Now, Discover Your Strengths
by Marcus Buckingham • 2001
An assessment that isolates your top five talents, and why building on them beats fixing weaknesses.
3.97
28k+
Now, Discover Your Strengths Summary
Now, Discover Your Strengths 88%
An assessment that isolates your top five talents, and why building on them beats fixing weaknesses.
by Marcus Buckingham 2001
3.97
28k+ ratings
Developing the Leaders Around You
by John C. Maxwell • 1999
Most leaders develop followers. The real payoff: building leaders who go on to build other leaders.
4.21
3k+
Developing the Leaders Around You Summary
Developing the Leaders Around You 88%
Most leaders develop followers. The real payoff: building leaders who go on to build other leaders.
by John C. Maxwell 1999
4.21
3k+ ratings
Talent Management of Knowledge Workers
by Vlad Vaiman • 2010
Managing knowledge workers means managing minds, not bodies. The playbook that does it.
4.50
2
Talent Management of Knowledge Workers Summary
Talent Management of Knowledge Workers 88%
Managing knowledge workers means managing minds, not bodies. The playbook that does it.
by Vlad Vaiman 2010
4.50
2 ratings
The HR Value Proposition
by Dave Ulrich • 2005
What if HR's primary output was organizational culture, and everything else was built to support it?
3.92
224
The HR Value Proposition Summary
The HR Value Proposition 88%
What if HR's primary output was organizational culture, and everything else was built to support it?
by Dave Ulrich 2005
3.92
224 ratings
Great Ceos Are Lazy
by Jim Schleckser • 2016
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
4.26
393
Great Ceos Are Lazy Summary
Great Ceos Are Lazy 88%
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
by Jim Schleckser 2016
4.26
393 ratings
Small Actions
by Eric Sim • 2021
Small actions, stacked skills, side gigs: the playbook for a career only you can do.
4.25
68
Small Actions Summary
Small Actions 88%
Small actions, stacked skills, side gigs: the playbook for a career only you can do.
by Eric Sim 2021
4.25
68 ratings
Amp It Up
by Frank Slootman • 2022
You're moving too slow and tolerating too much. A three-time CEO's guide to fixing both.
4.01
4k+
Amp It Up Summary
Amp It Up 88%
You're moving too slow and tolerating too much. A three-time CEO's guide to fixing both.
by Frank Slootman 2022
4.01
4k+ ratings
Leadership and the One Minute Manager
by Kenneth H. Blanchard • 1985
Stop looking for the one right way to lead. Match your style to each person's readiness.
3.96
5k+
Leadership and the One Minute Manager Summary
Leadership and the One Minute Manager 88%
Stop looking for the one right way to lead. Match your style to each person's readiness.
by Kenneth H. Blanchard 1985
3.96
5k+ ratings
Unboss
by Jacob Bøtter • 2012
The boss is obsolete. Your next leader serves, partners, tears down walls, and puts purpose first.
3.85
174
Unboss Summary
Unboss 88%
The boss is obsolete. Your next leader serves, partners, tears down walls, and puts purpose first.
by Jacob Bøtter 2012
3.85
174 ratings
First, Break All the Rules
by Marcus Buckingham • 1998
Stop fixing weaknesses. Select for inborn talent, define clear outcomes, and get out of the way.
3.94
42k+
First, Break All the Rules Summary
First, Break All the Rules 88%
Stop fixing weaknesses. Select for inborn talent, define clear outcomes, and get out of the way.
by Marcus Buckingham 1998
3.94
42k+ ratings
Powerful
by Patty McCord • 2018
Forget retention. The best companies are the ones people are proud to leave.
4.08
7k+
Powerful Summary
Powerful 88%
Forget retention. The best companies are the ones people are proud to leave.
by Patty McCord 2018
4.08
7k+ ratings
The Ultimate Guide to Developing Leaders
by John C. Maxwell • 2023
Your organization's ceiling is your leaders' ceiling. A systematic guide to raising it from within.
4.26
161
The Ultimate Guide to Developing Leaders Summary
The Ultimate Guide to Developing Leaders 88%
Your organization's ceiling is your leaders' ceiling. A systematic guide to raising it from within.
by John C. Maxwell 2023
4.26
161 ratings
Strategic Workforce Planning
by Ross Sparkman • 2018
The data-backed system that turns business strategy into a workforce plan, so every hire fits.
3.69
55
Strategic Workforce Planning Summary
Strategic Workforce Planning 87%
The data-backed system that turns business strategy into a workforce plan, so every hire fits.
by Ross Sparkman 2018
3.69
55 ratings
Hire With Your Head
by Lou Adler • 1998
One interview question, asked twice, that reveals more about a candidate than ten shallow ones.
3.99
625
Hire With Your Head Summary
Hire With Your Head 87%
One interview question, asked twice, that reveals more about a candidate than ten shallow ones.
by Lou Adler 1998
3.99
625 ratings
The Talent Delusion
by Tomas Chamorro-Premuzic • 2017
The 80/20 rule applies to talent. Stop guessing who's in the 20 percent: data has the answer.
3.88
233
The Talent Delusion Summary
The Talent Delusion 87%
The 80/20 rule applies to talent. Stop guessing who's in the 20 percent: data has the answer.
by Tomas Chamorro-Premuzic 2017
3.88
233 ratings
Brand You50
by Tom Peters • 1999
The career ladder is obsolete. Rules for building a personal brand companies compete to hire.
3.74
708
Brand You50 Summary
Brand You50 87%
The career ladder is obsolete. Rules for building a personal brand companies compete to hire.
by Tom Peters 1999
3.74
708 ratings
The Ideal Team Player
by Patrick Lencioni • 2016
Three traits determine whether someone will lift your team or corrode it from within.
4.07
16k+
The Ideal Team Player Summary
The Ideal Team Player 87%
Three traits determine whether someone will lift your team or corrode it from within.
by Patrick Lencioni 2016
4.07
16k+ ratings
Effective Succession Planning
by William J. Rothwell • 1994
Why replacing executives isn't strategy, and the process that actually keeps organizations stable.
3.79
58
Effective Succession Planning Summary
Effective Succession Planning 87%
Why replacing executives isn't strategy, and the process that actually keeps organizations stable.
by William J. Rothwell 1994
3.79
58 ratings
The Multiplier Effect
by Liz Wiseman • 2013
A 2.3x intelligence boost hides inside every school staff: five leadership shifts that unlock it.
4.13
361
The Multiplier Effect Summary
The Multiplier Effect 87%
A 2.3x intelligence boost hides inside every school staff: five leadership shifts that unlock it.
by Liz Wiseman 2013
4.13
361 ratings
Virtual Assistant Solution
by Michael Hyatt • 2013
Stop spending $50-an-hour focus on $12 tasks. The playbook for offloading them.
3.53
241
Virtual Assistant Solution Summary
Virtual Assistant Solution 87%
Stop spending $50-an-hour focus on $12 tasks. The playbook for offloading them.
by Michael Hyatt 2013
3.53
241 ratings
Not Everyone Gets a Trophy
by Bruce Tulgan • 2009
Clear rules, constant feedback, real rewards: the formula that turns young hires into top talent.
3.54
399
Not Everyone Gets a Trophy Summary
Not Everyone Gets a Trophy 87%
Clear rules, constant feedback, real rewards: the formula that turns young hires into top talent.
by Bruce Tulgan 2009
3.54
399 ratings
Teamwork 101
by John C. Maxwell • 2009
Winning teams multiply talent. The leader's playbook for knowing when to invest and when to cut.
4.04
794
Teamwork 101 Summary
Teamwork 101 87%
Winning teams multiply talent. The leader's playbook for knowing when to invest and when to cut.
by John C. Maxwell 2009
4.04
794 ratings
The Self-Aware Leader
by John C. Maxwell • 2021
Your best people leave for a reason strategy, pay, and culture cannot explain. Look inward.
4.26
968
The Self-Aware Leader Summary
The Self-Aware Leader 87%
Your best people leave for a reason strategy, pay, and culture cannot explain. Look inward.
by John C. Maxwell 2021
4.26
968 ratings
Self Leadership and the One Minute Manager
by Kenneth H. Blanchard • 2017
The gap between being empowered and getting results: learn to diagnose your needs and ask.
4.23
557
Self Leadership and the One Minute Manager Summary
Self Leadership and the One Minute Manager 87%
The gap between being empowered and getting results: learn to diagnose your needs and ask.
by Kenneth H. Blanchard 2017
4.23
557 ratings
The Connector Manager
by Jaime Roca • 2019
Constant coaching degrades performance by 8 percent. The fix: connect employees to the right people.
3.79
218
The Connector Manager Summary
The Connector Manager 87%
Constant coaching degrades performance by 8 percent. The fix: connect employees to the right people.
by Jaime Roca 2019
3.79
218 ratings
The Way of the HR Warrior
by Monica Frede • 2018
The six character traits that transform HR from compliance overhead into a leadership force.
3.91
43
The Way of the HR Warrior Summary
The Way of the HR Warrior 87%
The six character traits that transform HR from compliance overhead into a leadership force.
by Monica Frede 2018
3.91
43 ratings
O Óbvio que Ignoramos
by Jacob Pétry • 2012
Success hides in plain sight: develop your natural talent instead of fixing weaknesses.
3.91
149
O Óbvio que Ignoramos Summary
O Óbvio que Ignoramos 87%
Success hides in plain sight: develop your natural talent instead of fixing weaknesses.
by Jacob Pétry 2012
3.91
149 ratings
Multipliers
by Liz Wiseman • 2010
Some leaders double team brainpower; others halve it. The gap is behavioral, not genetic.
3.99
17k+
Multipliers Summary
Multipliers 87%
Some leaders double team brainpower; others halve it. The gap is behavioral, not genetic.
by Liz Wiseman 2010
3.99
17k+ ratings
The 360 Degree Leader
by John C. Maxwell • 2006
Influence doesn't require a title. A playbook for leading from the middle.
4.16
8k+
The 360 Degree Leader Summary
The 360 Degree Leader 87%
Influence doesn't require a title. A playbook for leading from the middle.
by John C. Maxwell 2006
4.16
8k+ ratings
Behind Closed Doors
by Johanna Rothman • 2005
Saying no, coaching honestly, and building real trust: the learnable skills behind every great team.
3.98
1k+
Behind Closed Doors Summary
Behind Closed Doors 87%
Saying no, coaching honestly, and building real trust: the learnable skills behind every great team.
by Johanna Rothman 2005
3.98
1k+ ratings
Runnin' Down a Dream
by Bill Gurley • 2026
Why fascination beats passion, place still matters, and late bloomers often win the career game.
4.16
938
Runnin' Down a Dream Summary
Runnin' Down a Dream 87%
Why fascination beats passion, place still matters, and late bloomers often win the career game.
by Bill Gurley 2026
4.16
938 ratings
The 8th Habit
by Stephen R. Covey • 2010
The seven habits made you effective. The eighth makes you a leader people can't replace.
4.03
24k+
The 8th Habit Summary
The 8th Habit 87%
The seven habits made you effective. The eighth makes you a leader people can't replace.
by Stephen R. Covey 2010
4.03
24k+ ratings
The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success
by Marcus Buckingham • 2005
Great managers do one thing. Great leaders do another. Do both and your career lasts.
3.97
3k+
The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success Summary
The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success 87%
Great managers do one thing. Great leaders do another. Do both and your career lasts.
by Marcus Buckingham 2005
3.97
3k+ ratings
Mastery
by Robert Greene • 2012
Darwin, Mozart, Einstein: not geniuses by birth but by a three-phase process anyone can learn.
4.26
50k+
Mastery Summary
Mastery 87%
Darwin, Mozart, Einstein: not geniuses by birth but by a three-phase process anyone can learn.
by Robert Greene 2012
4.26
50k+ ratings
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