Here are 100 books that High Output Management fans have personally recommended if you like
High Output Management.
Shepherd is a community of 12,000+ authors and super readers sharing their favorite books with the world.
I’m an emeritus professor of psychology (University of Washington) who has long been intrigued by the mistakes that people have made throughout history. I’ve long been struck by Oppenheimer’s observation, immediately after the Trinity explosion, that “I am become Death, the destroyer of worlds.” This led me to look into the wide array of mistakes, from the mythic, literary, athletic, business, political, medical, and military. In writing OOPS!, I let myself go in a way that I’ve never before, writing with a critical and wise-ass style that isn’t strictly academic, but is factually accurate and, frankly, was a lot of fun!
Two renowned social psychologists show how people—some famous and some not—avoid taking responsibility for their blunders.
By the book''s end, we see how we avoid admitting our missteps, and aware of how much our own (and everyone's) lives would improve if we could simply say, ''I made a mistake. I'm sorry.”
Renowned social psychologists Carol Tavris and Elliot Aronson take a compelling look into how the brain is wired for self-justification. This updated edition concludes with an extended discussion of how we can live with dissonance, learn from it, and perhaps, eventually, forgive ourselves.
Why is it so hard to say “I made a mistake”—and really believe it?
When we make mistakes, cling to outdated attitudes, or mistreat other people, we must calm the cognitive dissonance that jars our feelings of self-worth. And so, unconsciously, we create fictions that absolve us of responsibility, restoring our belief that we are smart, moral,…
As a wannabe rockstar studying philosophy and mathematics, never in my wildest nightmare did I imagine I would one day earn a living traveling the world, helping corporate managers become better bosses. But in unexpected ways, all the different strands of my interests and passions have woven together into a work-life well lived, with over two decades of experience and contemplation distilled down into this book I have co-written with my friend and business partner, Bjorn Billhardt, CEO of Abilitie.
There are so many golden calves in the world of management and leadership theory, and this book knocks nine of them down politely but mercilessly.
My favorite chapter: “The Delusion of Rigorous Research,” coming from a business school professor who knows first-hand what he’s talking about. I’m encumbered by philosophical training, and in the business world, I constantly find myself asking, “Yes, but what does that word actually mean?” or “What kind of evidence could support that claim, and is that evidence you could actually collect?”
More and more content about how to succeed in business and management gets produced by humans, and increasingly by AI. In that context, I’m grateful for books like this one that focus more on “how” than on “what” to think.
Why do some companies prosper while others fail? Despite great amounts of research, many of the studies that claim to pin down the secret of success are based in pseudoscience. The Halo Effect is the outcome of that pseudoscience, a myth that Philip Rosenzweig masterfully debunks in THE HALO EFFECT. The Halo Effect describes the tendency of experts to point to the high financial performance of a successful company and then spread its golden glow to all of the company's attributes - clear strategy, strong values, and brilliant leadership. But in fact, as Rosenzweig clearly illustrates, the experts are not…
I’m fascinated with the relationship between personal growth and professional performance. Why is it in the same environment, doing the same work, some people can excel while others struggle? Most chalk it up to external circumstances that can’t be controlled. Others focus on tactics. But I’ve learned top-performers are masters at the human side of their work–the way they think, lead and serve–and that’s what gives them their edge. All of my work centers around infusing hard skills with improved soft skills, and getting better results in the process. That’s the stuff I find delicious, and it’s what I speak and write about.
I like tools and tactics, but when reading, I also like engaging stories. This book is loaded with them, offering a raw and authentic approach to leadership.
I liked how Willink and Babin pull valuable business takeaways from intense experiences on the battlefield. And I liked that a major takeaway is the importance of accepting absolute responsibility for what you do. No one’s going to argue with these guys.
Highly decorated Navy SEALs, now successful businessmen, show readers how to lead and win in business and in life with principles learned on the battlefield. In Extreme Ownership, Jocko Willink and Leif Babin share hard-hitting, Navy SEAL combat stories that translate into lessons for business and life. With riveting first-hand accounts of making high-pressure decisions as Navy SEAL battlefield leaders, this book is equally gripping for leaders who seek to dominate other arenas. Jocko and Leif served together in SEAL Task Unit Bruiser, the most highly decorated Special Operations unit from the war in Iraq. Their efforts contributed to the…
I was born in Toronto, yet spent formative years in Atlanta during the height of the civil rights movement. My family shared values dedicated to social justice and actively working against discrimination. Yet at times, I endured antisemitic jokes and name-calling while observing the parents of my “friends” using racist and hateful language toward Black people. We moved to the Seattle area where I later studied political science at the University of Washington, then earned a master’s degree in organizational leadership from the City University of Seattle. For 20+ years, I led global teams at Microsoft and Amazon.
This book expanded my thinking and provided a fresh perspective, reminding me of why I became interested in this important topic years ago and continue to be fascinated by the complexity and nuances of cross-cultural communication.
Now, more than ever, we are all interconnected through advances in technology that bring us closer together. We are working increasingly with a global workforce that inherently comes with very different backgrounds, languages, histories, foods, music, religions, social norms, customs, traditions, and values.
We need to grow our understanding of people from cultures different from our own and Erin's book is a complimentary contribution to this body of knowledge; it is not duplicative but singularly unique and a refreshing read.
Whether you work in a home office or abroad, business success in our ever more globalized and virtual world requires the skills to navigate through cultural differences and decode cultures foreign to your own. Renowned expert Erin Meyer is your guide through this subtle, sometimes treacherous terrain where people from starkly different backgrounds are expected to work harmoniously together.When you have Americans who precede anything negative with three nice comments French, Dutch, Israelis, and Germans who get straight to the point ( your presentation was simply awful") Latin Americans and Asians who are steeped in hierarchy Scandinavians who think the…
I’m fascinated with the relationship between personal growth and professional performance. Why is it in the same environment, doing the same work, some people can excel while others struggle? Most chalk it up to external circumstances that can’t be controlled. Others focus on tactics. But I’ve learned top-performers are masters at the human side of their work–the way they think, lead and serve–and that’s what gives them their edge. All of my work centers around infusing hard skills with improved soft skills, and getting better results in the process. That’s the stuff I find delicious, and it’s what I speak and write about.
Finally, someone has revealed the truth about what really motivates people.
Pink challenges traditional motivational techniques and sheds light on the key drivers of high performance. My clients complain a lot about their employees, and often it’s because they don’t understand them as well as they think they do. I’m grateful to have people like Daniel Pink out their sharing the insights people need to become better bosses who can lead better teams.
The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation from the author of When: The Scientific Secrets of Perfect Timing
Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things,…
Ever since my teenage self stumbled into the world of computer programming, I’ve been fascinated by how technology is built. This isn’t limited to just how the software or hardware is architected; I’m just as fascinated by how teams and companies work together in order to get the job done. I’m currently Director of Engineering at Shopify, and previously I helped grow Brandwatch from start-up to scale up to successful acquisition. Along the way I’ve blogged what I’ve learned and have published two books: one being the subject of this list, and the other being Effective Remote Work. I live in Cumbria, UK.
It heartens me to see that more and more excellent material is being produced about how to be an effective senior individual contributor, and Tanya’s book is a fantastic guide for growth-minded engineers that want to become technical leaders in their organization.
More importantly, as a manager, you get a blueprint of how to turn your senior engineers into true leaders and partners.
I almost see this book as a sibling of my own that I wrote for managers: it skillfully dances between making yourself better, making your team better, and making your company better. Essential reading for any senior engineer to understand what lies ahead.
For years, companies have rewarded their most effective engineers by suggesting they move to a management position. But treating management as the default (or only) path for an engineer with leadership ability doesn't serve the industry well. The staff engineer path allows you to contribute at a high level, with more free time to drive big projects, determine tech strategy, and raise everyone's skills.
With this in-depth book, author Tanya Reilly shows you ways to master strategic thinking, manage difficult projects, and set the standard for technical work. You'll learn how to be a leader without direct authority, how to…
Everything in nature evolves by trial, error, and success—from fundamental physics, through evolution in biology, to how people learn, think, and decide.
This book presents a way of thinking and realistic knowledge that our formal education shuns. Stepping beyond this ignorance, the book shows how to deal with and even…
I am the Fletcher Jones Professor of Economics at Pomona College. I started out as a macroeconomist but, early on, discovered stats and stocks—which have long been fertile fields for data torturing and data mining. My book, Standard Deviations: Flawed Assumptions, Tortured Data, and Other Ways to Lie with Statistics is a compilation of a variety of dubious and misleading statistical practices. More recently, I have written several books on AI, which has a long history of overpromising and underdelivering because it is essentially data mining on steroids. No matter how loudly statisticians shout correlation is not causation, some will not hear.
The title is provocative but justified because so much of the “evidence” that we are bombarded with daily is bullshit. This is a wonderful compilation of statistical mistakes and misuses that are intended to persuade readers to be skeptical and to show them how to recognize bullshit when they see it.
Bullshit isn’t what it used to be. Now, two science professors give us the tools to dismantle misinformation and think clearly in a world of fake news and bad data.
“A modern classic . . . a straight-talking survival guide to the mean streets of a dying democracy and a global pandemic.”—Wired
Misinformation, disinformation, and fake news abound and it’s increasingly difficult to know what’s true. Our media environment has become hyperpartisan. Science is conducted by press release. Startup culture elevates bullshit to high art. We are fairly well equipped to spot the sort of old-school bullshit that is based…
I had an epiphany at Amazon, when we ran A/B tests at scale and observed the low success rate: we learned to adjust our intuitions. I recall the denial at Microsoft when I proposed to evaluate features with A/B tests “because over 50% of them failed to improve key metrics at Amazon.” The typical response? We have better program managers. When we started to evaluate ideas at Microsoft, over 2/3 of them failed to improve key metrics, and at Bing, the rate was about 80%. By 2019, most large products at Microsoft were making data-driven decisions with over 100 A/B test treatments launched every workday. I currently teach an A/B Testing class.
This insightful book on evidence-based management is rich with great references. It is filled with provoking examples of things we heard or learned, which were debunked, making you think twice about them (Twyman’s law).
Do financial incentives work? They can, but in limited scenarios where individuals could be measured and minimum quality levels kept high; they may, however, backfire and undermine teamwork and attract the wrong people. When hiring, can the best talent be identified? Even in sports, some of the best players aren’t identified early in their careers.
Rembrandt is considered a great painter; Mozart, one of the greatest composers, but they were largely unrecognized and unrewarded during their lifetimes. Does supervisor feedback help? In some scenarios, only the supervisors think so.
The best organizations have the best talent...Financial incentives drive company performance...Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isn't wise at all--but, instead, flawed knowledge based on "best practices" that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths…
I have been investing in markets for nearly 30 years. I remember first being interested in the stock market after the 1987 crash. I read everything I could about Warren Buffett. And went on to study finance in college finishing magna cum laude (and later earned my MBA). I started my professional career as a commercial banker in the early 1990s. Then, I started my own investment newsletter in 2004 and compiled a strong track record over the next 12 years, wrote four books, and traveled all over the world in search of great investment ideas. I’ve appeared as a guest on TV and radio shows, as well as numerous podcasts. In 2019, I co-founded Woodlock House Family Capital where I currently manage a portfolio of global investments.
Jack Welch of GE fame was long thought to be a great CEO. GE’s stock compounded at a rate of 20.9% annually under his watch. If you invested $1 when he took the reins, that dollar would’ve been worth $48 when Immelt succeeded him 20 years later. Welch beat the S&P index 3.3x, a great record. Thorndike studies eight CEOs that collectively beat the S&P by over 20x. How did they do it? Thorndike clearly shows how these elite CEOs used a distinctive toolkit to create massive gains. A must-have guide for investors looking for big winners.
"An outstanding book about CEOs who excelled at capital allocation." -- Warren Buffett #1 on Warren Buffett's Recommended Reading List, Berkshire Hathaway Annual Shareholder Letter, 2012 Named one of "19 Books Billionaire Charlie Munger Thinks You Should Read" in Business Insider. "A book that details the extraordinary success of CEOs who took a radically different approach to corporate management." -- Charlie Munger, Vice-Chairman of Berkshire Hathaway Corporation "Thorndike explores the importance of thoughtful capital allocation through the stories of eight successful CEOs. A good read for any business leader but especially those willing to chart their own course." -- Michael…
This manual addresses the need to ensure that people are at the centre of the organisation. There has never been a timelier reminder of the need to ensure that leading, supporting and developing staff are critical aspects of creating the right organisational culture to grow and develop. Written with sensitivity,…
We first met about 10 years ago at Sheffield Hallam University, bonding as work colleagues over a love of enabling students to understand wealth management and finance in a way that we hoped they would find interesting and accessible. The books we chose mix our love of storytelling and making finance accessible by using real-world experiences. They do this in a unique way, challenging the reader to think about their understanding and perspective, something we try to do every day. It has been lovely to reread these books before writing the reviews, reminding us of what makes us tick. We hope they help you to find your tick too.
I was given a free copy of this book at a conference and only read it as I had nothing else to read at that point. But, for the time, its method of communicating ideas and concepts was revolutionary and this, as well as the contents of the book, have stayed with me.
I hadn’t read it for a while, but on re-reading it to write this review, I enjoyed it just as much as the first time. Once again, I am drawn to the emphasis on the individual and their ability to be creative, adaptable, and innovative. These concepts seem, in my eyes, to be lost in finance education but are fundamental to a strong real-world financial system that avoids the effects of the groupthink seen in the 2008 financial crash.
We all know that the rules by which business is conducted have changed. But by how much? The dot.commers who threw out the playbook and tried to reinvent everything crashed and burned. Back-to-basics and execution are refrains reverberating down corporate hallways. And yet there is still a sense of unease. Jonas Ridderstroale and Kjell Nordstrom, the outspoken authors of the international bestseller, Funky Business, present a provocative analysis of the social and cultural forces that are defining the business landscape-in particular, the fundamental relationships between employers and employees and between companies and customers.
