100 books like The Game-Changer

I recommend this book because Tamm and Luyet provide useful, common-sense ideas that will help you put collaboration into practice. Their approach includes themes such as truthfulness, intent to collaborate, self-awareness and awareness of others, accountability, and negotiation. Collaboration begins with people and their attitudes individually and within the organization. I often say, “Change the people or change the people,” and this book reflects that approach to instilling true organizational collaboration.

Covey’s book unlocks the nature of Trust and its critical value in life and leadership.

He explains that trust is about confidence in a person or relationship. To be trusted we need to be credible and he illuminates the four cores of credibility in two categories – our confidence in someone’s Character and our confidence in their Competence. The two core attributes of Character are Integrity and Intent. The two core attributes of Competence are Results and Credibility.

This clear explanation, and some of Covey’s diagnostics, have been very helpful to me in really understanding the notion of Trust and then working with executive to enable them to build greater trust and vulnerability with each other. Trust is the bedrock of great teams and great relationships. 

You might ask why I am recommending a book on change management for a book list on structuring business deals. It is because anytime two organizations come together in a business deal something will change within their organizations. All too often people rush to sign the deal and forget there that often hundreds of critical changes behind the scenes are needed for the deal to be a success long after the ink is dry. If you are structuring a big business deal this book will help you think two steps ahead to lay the foundation so the organization can implement the changes needed. 

Read this book if you say, “Let’s find a win-win solution.”

Sadly, most aspiring leaders misuse and abuse the term “win-win.” Instead of considering it a strategic option that should be thoughtfully applied, they treat it as a moral virtue. They then espouse win-win while striving for what I call “win-no-lose”—the hope that “we” win but “they” don’t realize they lost.

This makes building coalitions and collaborating terribly difficult precisely at the time in history when we desperately need to do these well. The book is full of surprising insights (like why turning the other cheek—advocated by most religions—doesn’t work).

It also teaches (aspiring) leaders how a critical mass of people who believe in cooperation can transform their organizations even if their peers don’t agree with them.

In Changing the World, Alex tells his own story, and it’s a compelling one, chocked full of useful lessons for anyone hoping to find a way to make a difference and take on any of the world’s seemingly intractable problems.   It’s all here, from how to break in, to recognizing an opportunity when it presents itself and knowing how to take full advantage of it, to building an organization and populating it with the right people, and how to raise the dough to finance your dream.  As to how to break-in, while he doesn’t say as much, I know Alex shares my view that the fastest and best way to break into international development work is to go and live where the problems of poverty live – which in Alex’s case was Bangladesh.  There he apprenticed himself to a 100-karat visionary, authentic social entrepreneur, Nobel Prize winner Muhammad Yunus.… show more.

I learned from Verne firsthand at two separate multi-year courses at the Massachusetts Institute of Technology that were held for high-growth entrepreneurs.

In Scaling Up, he lays out what needs to be done at different stages/sizes of an organization to move to the next level. Like the other books I've recommended, he provides candid advice and practical ways to implement the ideas outlined in the book.

I instinctively resonate with Robert Greenleaf’s servant leadership philosophy, as do numerous business writers and, more importantly, leaders.

Greenleaf had a dream job at AT&T: read, think, and write about management. I admire how his book draws not only from management authors but also from philosophers, political thinkers, poets, and novelists. I fully agree with his diagnosis that organizations "have the resources to do so much better than the [current] mediocre level because so much leadership is poor." He also devised a solution to this challenge: leaders who serve others by tending to their needs and aspirations.

I appreciate Greenleaf's benevolence but also expectation towards those in charge. He observes that "many guilty people are walking around with an air of innocence" because they have not embraced servant leadership when they had the freedom to do so.

Learning how to deal with people effectively is often a challenge for those who are promoted by an organization into management roles, and especially those promoted from within the company. This is because conscientious people who get themselves promoted generally expect the same level of commitment from those who will report to them. However, people are complex creatures and life is never quite that simple.

An entertaining and informative book that anyone engaged in a management or leadership role would do well to read, I once used it as the basis of the management course I used to teach many years back. Within a few simple principles that may be somewhat counter-intuitive to many people, the authors outline the management style that really gets results.

For almost six decades, I have studied the histories of firms and their successes and failures in creating value. I am always looking for heavy hitters who write about their thinking/doing process. Curt Carlson qualifies.

When he was CEO of SRI International, he guided the conception and development of HDTV, Siri, the computer mouse, electronic banking, robotic surgery which evolved into Intuitive Surgical (the dominant robotics surgical firm with its Da Vinci system), and much more.

I first found Carlson via a Harvard Business Review article in which he laid out his proven steps for value creation that seem so straightforward, yet are rarely followed. I wanted a more comprehensive discussion, and I got it with this book.    

Many people know that American democracy and capitalism have been on a downward spiral for decades. The system is rigged, former Secretary of Labor Robert B. Reich sounds the alarm throughout his excellent book The System: Who Rigged It, How We Fix It. He goes deep into these questions as he supports the provocative thesis that despite acrimonious partisan polarization, the real contest is not between the right and left but between democracy and oligarchy; and that the vast majority of citizens (Republicans, Democrats, and Independents) are getting poorer and wield “near-zero” political power. Oligarchs—JP Morgan CEO Jamie Dimon is their embodiment—have amassed enormous sums of capital and political power, which allows them to further rig the system through campaign contributions, successful lobbying, and even criminal actions for which, if caught, they only pay nominal fines.