Here are 100 books that Psychopathic Cultures and Toxic Empires fans have personally recommended if you like
Psychopathic Cultures and Toxic Empires.
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I’m on a mission to cultivate creativity at work! After starting my career in the performing arts, I made a pivot to corporate life over 20 years ago and haven’t looked back. What I’ve discovered is how essential creativity is in any workplace, and how its impact on organizational culture is underrated. Effective leaders prioritize connection, creativity, and make culture a strategic priority. After learning from hundreds of artists, entrepreneurs, and business leaders, I wrote this book to highlight their stories—unpacking how they bring creativity to life in their work. My hope is readers leave with tools to spark more meaningful connection and creative work experiences.
Ever wonder how some of the world’s biggest company leaders think about culture? Curious how talent was developed at Adobe, Twitter, and WeWork?
Filled with successes and hard lessons learned, ReCulturing artfully summarizes how culture shows up across the workplace and what you can do to shape it. Through her in-the-trenches stories and helpful prompts, Melissa demystifies the process of connecting culture to your company’s North Star.
I found myself enthusiastically head-nodding throughout and will generously refer to her helpful frameworks as I partner with clients on culture initiatives.
Drive business sustainability, growth, and profits by taking a systematic approach to culture transformation
It's no secret that culture is the key to attracting and engaging top talent and seizing the competitive edge. But the vast majority of culture efforts fail as quickly as they started. Why? Because leaders are missing the big picture. They're creating and communicating values but failing to ensure the values are tied to the purpose and the strategy of the company while also being integrated into processes, operations, and behaviors.
In ReCulturing, Melissa Daimler solves this persistent problem by helping you develop a "systems" perspective…
Having studied literature at university and been a closet nerd, coding at night in a dank basement room, I've always been intrigued by the interface between human and machine. Then, as a senior executive in a large multinational, I was acutely aware of the value of empathy as a leadership skill. In a world that is increasingly divided and divisive, I’ve become an empathy activist. I believe that the business world can be a force for positive change, but as a society we will need to engage in a much more meaningful and rigorous debate about the ethics involved in the opportunities offered by using artificial intelligence and robots in the workplace.
With business conditions and prospects looking so difficult, we will need to be ever more strategic in the use of our resources. In this light, Michael Ventura’s practical approach to inserting empathy into leadership and how businesses should function with a higher degree of empathy is a tremendous read. Ventura uses a host of case studies based on the work he’s done with his company, Sub Rosa. As such, the material is real life and the book is packed with a host of great and practical exercises. While it’s all about empathy in business, the book is also a good reminder of how empathy can be useful in our private lives, our intimate relationships and in society in general.
Michael Ventura, entrepreneur and CEO of award-winning strategy and design practice Sub Rosa, shares how empathy - the ability to see the world through someone else's eyes - could be what your business needs to innovate, connect, and grow.
Having built his career working with iconic brands and institutions such as Google and Nike, and also The United Nations and the Obama Administration, Michael Ventura offers entrepreneurs and executives a radical new business book and way forward.
Empathy is not about being nice. It's not about pity or sympathy either. It's about understanding - your consumers, your colleagues, and yourself…
The average person spends over 90,000 hours at work over a lifetime – that’s roughly one quarter to one third of a person’s life. I’m an academic researcher who studies work. I know how to design workplaces that are good for organizations (high productivity) and the people who work in them (high employee well-being). But if we leave it all up to senior management, we won’t generate positive changes fast enough. There’s a robust body of evidence that we can all use to make our local workplaces more supportive, inclusive, and fulfilling. I’m on a mission to make the world a better place, one workplace at a time.
This book moved me at a very deep level, because Professor Frost makes the content very personal.
He wrote it when he was suffering (physically and emotionally), and his own pain made him acutely aware of ways that other people can alleviate pain (or conversely, make emotional pain become toxic). Many day-to-day workplace activities create emotional pain (e.g., a negative performance review, a downsizing decision) but people’s responses make all the difference.
Professor Frost’s focus is on managers who operate as “toxin handlers” in their workplaces, but any of us can be toxin handlers for our coworkers. The book helped me to be more mindful of workplace pain points and be more proactive in supporting my colleagues.
Human interaction is never flawless. Even the best relationships produce tension and at times, unpleasant emotions. Since organizations are comprised of people, all organizations generate emotional pain as part of the process of doing business: producing new products on tight deadlines, setting benchmarks for performance, creating budgets, crafting company policies, and so on. Getting the job done is rarely painless. But when emotional pain goes unmanaged or is poorly handled, it can negatively affect both employees and the bottom line - in essence, it becomes toxic. In "Toxic Emotions at Work and What to Do About Them", Peter J. Frost…
The constellation we know as Taurus goes all the way back to cave paintings of aurochs at Lascaux. This book traces the story of the bull in the sky, a journey through the history of what has become known as the sacred bull.
At 29 I was one of the first female traders on the Chicago Mercantile Exchange, building my own all-female trading company. I lost everything in 1987, which gave me a stellar opportunity to understand my power to choose how I responded to the turmoil. Now, I’m an internationally credentialed Master Certified Coach, Board Certified Coach, University of Chicago-trained psychotherapist, and Licensed Clinical Social Worker. Over 25 years ago I founded my coaching company, Jody Michael Associates. We focus on building emotional intelligence, executive presence, and mental fitness. When we help our clients learn to lead lightly, they take themselves, their teams, and their organizations to new levels of awareness, discernment, and performance.
Rarely do we go “under the hood” to understand the drivers that account for 90% of our day-to-day behavior. Understanding the core impetus behind a leader’s behavior and decisions is clearly one of my passions, and this book is an interesting read in that regard.
In this book, Manfred F. R. Kets de Vries deftly deconstructs the way we believe we make decisions to reveal that, regardless of the veneer of rationality we maintain, our emotional responses to formative events early in life remain our inner compass.
His comparison of disparate paths to self-development exposes unexpected parallels which lend strength to his argument that feelings play an important role in leadership.
Despite the proven benefits of emotional intelligence, organizational life has typically been hostile to the inner world of feeling. Rationality is deemed superior to feeling, which can contaminate judgment. But without feeling there is no passion, and no action. This book sets out to change people and organizations for the better, by revealing the 'dark side' of leadership behaviour and its impact on performance. Tapping into the startling parallels between the journey to emotional intelligence, the process of psychoanalysis, the practice of leadership coaching and the Zen journey to enlightenment, renowned thinker Manfred Kets de Vries helps executives, consultants, and…
It is shocking how many leaders suffer from imposter syndrome, and how little practical advice is out there about how to help. It’s been my mission to identify not only precisely what leaders need to be able to do well, but also how can they learn these things in the most efficient and durable way. Leadersmithing sets out a practical path to mastery and provides the toolkit leaders will really need. After I wrote it, I took on some senior leadership roles of my own. Even before Covid I had stress-tested the wisdom of this book, and post-covid I am even more confident that this leadership book really helps.
Kleiner’s Core Group Theory was an aha moment for me, because it teaches senior leaders how to use their power well. The theory explains how top leaders act on their organisations like a magnet on iron filings: the slightest clue or cue they give ripples out, and is amplified and copied by everyone that follows them. This makes it crucial that leaders are careful about even the smallest behavioral choice they make: their priorities, who they pay attention to, the jokes they make – all of these will be seen as role model behaviors and replicated by those trying to impress. There is no such thing as off-stage for a leader.
When corporate leaders announce, with seeming sincerity that they make their decisions on behalf of their shareholders, their words are taken at face value. But as recent news stories prove, this imperative is routinely violated.
In Who Really Matters Art Kleiner argues that the dissonance between a declared mission and actual operation can be seen in both large and small organistions. All organisations have one motive in common: everything they do - choosing which projects to back, who to promote, where to spend the money is affected by the perceived wants and needs of a core group of key people.…
When I went back to school for my MBA, I was looking for a way to apply the passion I’d found for changing lives for a better world. Studying business started my journey toward founding Velentium, a medtech engineering firm, in 2012. The pandemic was a make-or-break season for every industry, medtech included. We were determined to do our part, but were faced with an unprecedented challenge: boost the world’s emergency ventilator production from hundreds per month to thousands per week—in just 28 days. We succeeded—and it was a spiritually moving experience. I wrote28 Days to Save the World in hopes of inspiring other organizations to punch above their weight class like we did.
From the author ofThe Dream Manager comes a book that will challenge and inspire the core of your organization. Kelly’s bread-and-butter as a business coach and motivational speaker shows in his writing style—be prepared to have the six key lessons reinforced through repetition (great for those of us who read in short bursts with lots of life happening in between). But this book has a strong practical aspect too. Applying its lessons will fill your to-do list for months to come!
Culture is about creating empowerment, not entitlement . . .
Culture is not about bringing your dog to work, free lunches, unlimited vacation, or even casual Fridays. Culture is not a collection of personal preferences.
Our thinking about culture has been kidnapped and polluted by the spectacular, attention-grabbing fads that 99 percent of organizations cannot implement. It is time to get beyond these "here today, gone tomorrow" illusions that foster entitlement, complacency, and mediocrity, so we can start implementing the timeless principles that are: The Culture Solution.
The six foundational principles of a Dynamic Culture are universal and unchanging. In…
Traumatization and Its Aftermath
by
Antonieta Contreras,
A fresh take on the difference between trauma and hardship in order to help accurately spot the difference and avoid over-generalizations.
The book integrates the latest findings in brain science, child development, psycho-social context, theory, and clinical experiences to make the case that trauma is much more than a cluster…
I’ve always wondered why meetings are so terrible. And, why we spend so much awful time in them. So, in my graduate studies, I decided to try to figure that out. What makes meetings good and what makes meetings bad? Then, over the course of a couple decades, I wrote what constituted about 25% of all the science on the topic of workplace meetings. It may be self-proclaimed, but I am the Meeting Doctor. Just like you go to a physician for an illness, I’m who people go to when their meetings are sick and need a cure!
Do you use a webcam and a microphone to communicate with other people? Chances are you do and chances are you do it all the time! If that’s the case, this is an extremely important book for you, and anyone who meets with people via zoom, teams, google groups, or any number of other virtual meeting platforms. The On-Camera Coach is all about how to lead in a world that relies so heavily on communicating through video. It talks about how to enable presence, how to manage one’s “production value,” and how to inspire others using best practices in these virtual and now hybrid settings. I strongly recommend this read for sure!
The invaluable handbook for acing your on-camera appearance On-Camera Coach is your personal coach for becoming great on camera. From Skype interviews and virtual conferences to shareholder presentations and television appearances, this book shows you how to master the art of on-camera presentation to deliver your message clearly, effectively, and with confidence. Fear of public speaking is common, but even the most seasoned speakers freeze in front of a single lens being on camera demands an entirely new set of skills above and beyond the usual presentation to an audience you can actually see. It requires special attention to the…
I am Professor of Experimental Economics at the University of Auckland where my work lies at the interface of economics and psychology. In a discipline (and a world) that tends to emphasize human self-interest, I have always been interested in our willingness to engage in unselfish behavior. Incentivized decision-making experiments with human participants where payments depend on the nature of their decisions are a powerful way of analyzing behavior. Are people willing to put their money where their mouth is? My background running experiments made me well-positioned to study some of these questions; a lot of them in collaboration with other social scientists including psychologists and political scientists.
To a large extent, the research agenda that is subsumed under the rubric of “behavioral economics” started with the idea of bounded rationality and the departures from the utility maximizing model of economics.
Many of the ideas pursued in this line of work owe their origin to the work of Herbert Simon, whose doctorate was in political science from Chicago in 1943 but who was awarded the Nobel Prize in Economics in 1978 for combining ideas from mathematics, psychology, economics, and computer science to understand decision making in large organizations. This is not to suggest that none of this was known before.
In fact, some people consider Adam Smith to be the first behavioral economist for his work The Theory of Moral Sentiments, which incorporates ideas from David Hume that it is passion (or emotions) that drive human behavior rather than deliberative reasoning. But, by and large, Simon’s work provided…
In this fourth edition of his ground-breaking work, Herbert A. Simon applies his pioneering theory of human choice and administrative decision-making to concrete organizational problems. To commemorate the fiftieth anniversary of the book's original publication, Professor Simon enhances his timeless observations on the human decision-making process with commentaries examining new facets of organizational behavior. Investigating the impact of changing social values and modem technology on the operation of organizations, the new ideas featured in this revised edition update a book that has become a worldwide classic. Named by Public Administration Review as "Book of the Half Century," Administrative Behavior is…
As a consultant, author, and researcher, for several years I have been very passionate about the study of companies that are very successful in the marketplace, but that are also human-oriented. In other words, I am very interested in companies that are profitable, but at the same time, are kind, compassionate, and caring with their main stakeholders. I like that these companies continually aim to foster robust long-term relationships with these stakeholders, and look for win-win agreements with them. What I love about these companies is that they focus on the quantitative aspects of business (e.g., profitability, growth, etc.) but also in its qualitative aspects (empathy, support, gratitude, generosity, etc.).
I really like this book because it provides the reader with very actionable ways to develop a more human-oriented workplace. I found interesting the way this book thoroughly dissects relevant themes related to the work environment, such as: the importance of an authentic voice, employee wellness, the significance of sustainable actions, and the value of giving back, among others. It is very useful that this book includes several examples of companies to illustrate these topics. I found it valuable that each relevant theme discussed in this book is accompanied by a human action plan, with very practical suggestions.
The secret to business success? Get REAL and be HUMAN!
As human beings, we are built to connect and form relationships. So, it should be no surprise that relationships must also translate into the workplace, where we spend most of our time! Companies that recognize this will retain the most productive, creative, and loyal employees, and invariably seize the competitive edge.
The most successful leaders are those who actively form quality relationships with their employees, who honor fundamental human qualities-authenticity, openness, and basic politeness-and apply them day in and day out. Paying attention and genuinely caring about the effects people…
The future of talent management is now. I’m a teacher, consultant, and board member who is deeply interested in the social and economic impact of the freelance revolution. Millions of people around the world are now working for themselves as independent professionals or “solopreneurs”. Millions more are taking on freelance assignments to augment their income or increase their expertise and experience. Technology makes it possible for professionals in many fields to work remotely and free themselves from the limitations of their local economy. These benefits organizations by offering greater access to talent and gives professionals greater access to opportunity.
Gene Dalton and Paul Thompson changed the way we think about career development through their research and what they called the four stages of development. It has influenced career development and talent management practices in companies around the world. Deeply accessible and practical, the four stages are fully described and the book is rich in application tools, methods and best practices.
