Fans pick 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.

This pioneering work shows how it is possible to innovate in a big company and introduces the term “intrapreneurship” to a broader audience. Pinchot describes intrapreneurs as “dreamers who do” and provides a wealth of specific hands-on guidance for an internal leader.

I love this book because it really ushered in a new era of thinking on the topic and laid the foundation for so many people to learn—and deliver—based on its findings. It highlights the importance of intrapreneurs and conveys a sense of possibility at the intersection of imagination and practical, tangible action.

It also includes specific stories about people and companies that remain relevant today. This book inspired me in my writing journey and conveys timeless ideas in powerful ways.

I generally don’t like reading books by management consultants, being a former one myself, but this book stands out. The authors take a life-cycle view of companies, showing how the early stages, dominated by the mavericks who started the company, eventually give way to bureaucracy, creating a significant distance between the boardroom and its users.

They start the book with a central thesis, which I think is invaluable for any leader: growth creates complexity, and complexity is the silent killer of growth. This is another book I wish I had written.

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 love this book because it helped me understand that real care for people–love for people–is a crucial part of leadership. Real care means really helping people to see and realize their potential. That takes many small and simple things done consistently, coherently, and persistently. But those small and simple things like giving people real work with real responsibility are hard to do.

I saw that so clearly in the way this book weaves together Bob Chapman’s personal leadership journey and the journey of leadership in his company. Bob did not start out caring for his people. He was a classic hard-nosed, financially driven executive who wielded power. But he changed! His journey and his company’s journey did not just instruct me; they inspired me. 

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.