Here are 100 books that Why Simple Wins fans have personally recommended if you like
Why Simple Wins.
Shepherd is a community of 12,000+ authors and super readers sharing their favorite books with the world.
My father was a NASA scientist during the Mercury, Gemini, and Apollo programs, so while most people knew the Space Race as a spectacle of thundering rockets and grainy lunar footage, I remember the very human costs and excitement of scientific progress. My space-cadet years come in snippets–the emotional break in my dad’s voice when Neil Armstrong hopped around the Moon; the strange peace I felt as I bobbed on a surfboard and watched another Saturn 1b flame into the sky. Later, as a journalist and author, I would see that such moments are couched in societal waves as profound and mysterious as the wheeling of hundreds of starlings overhead.
On the surface, this seems a dry treatise on the process of scientific change, but as you get into it, you encounter again and again the stories of hardheaded researchers convinced that the world explained by current theory just doesn’t make sense and shows how they were driven, often reluctantly, to make sense of things. Priestley’s and Lavoisier’s experiments are included with many others but always set within the framework of a discipline in a “crisis” that needs to be resolved.
The personal costs are not neglected–ridicule, isolation from the accepted “establishment,” sometimes far worse. Scientific progress is often portrayed as a triumph of individual imagination confirmed by wider testing and collaboration. Kuhn’s work took that self-serving myth and tossed it out the window.
A good book may have the power to change the way we see the world, but a great book actually becomes part of our daily consciousness, pervading our thinking to the point that we take it for granted, and we forget how provocative and challenging its ideas once were-and still are. "The Structure of Scientific Revolutions" is that kind of book. When it was first published in 1962, it was a landmark event in the history and philosophy of science. And fifty years later, it still has many lessons to teach. With "The Structure of Scientific Revolutions", Kuhn challenged long-standing…
As an organizational consultant, and a business writer, I’ve always been fascinated by Mark Twain’s comment that he would've written a shorter letter if he had more time. It’s a wonderful reminder that simplicity and clarity require hard work and won’t happen by itself. As part of the consulting team that worked with Jack Welch to transform GE in the 1990s, I saw firsthand that leaders actually have the power to simplify their organizations, and that it can make a huge difference. What they need is a playbook for how to do this, and that was my intention when I wrote Simply Effective. Since then I’ve seen “simplicity” become a driving force for business success.
One of the keys to simplifying your organization, and your life, is the ability to communicate clearly, quickly, and powerfully.
Todd Cherches, the author of Visual Leadership, is a master at doing this. In his book, he makes the saying “a picture is worth 1000 words” come alive. Without needing to be an artist, Todd shows you how to use diagrams, sketches, visual metaphors, simple graphs, and all sorts of visual imagery to make your communications more powerful, fun, and memorable.
Not only that, but Todd also practices what he preaches – so the book is filled with stories and anecdotes that make it not only a useful read, but an enjoyable one as well.
VisuaLeadership [noun]: The art and science of applying visual thinking and visual communication tools, tips, and techniques, in order to turn your vision into reality.
If a picture is worth a thousand words, and finding the right words takes time, and time is money, then wouldn’t it follow that business leaders could make more money—in less time—if they simply took a more “visual” approach to how they manage and lead?
Okay, it’s not quite that simple…but VisuaLeadership will forever change the way you think and communicate by showing how you can quickly and easily leverage the power of visual imagery,…
As an organizational consultant, and a business writer, I’ve always been fascinated by Mark Twain’s comment that he would've written a shorter letter if he had more time. It’s a wonderful reminder that simplicity and clarity require hard work and won’t happen by itself. As part of the consulting team that worked with Jack Welch to transform GE in the 1990s, I saw firsthand that leaders actually have the power to simplify their organizations, and that it can make a huge difference. What they need is a playbook for how to do this, and that was my intention when I wrote Simply Effective. Since then I’ve seen “simplicity” become a driving force for business success.
Yes, Stella is a book – but it’s really a fable about how to cut through corporate inertia and bureaucracy to drive innovation.
When I first read it, I was blown away – a story about farm animals saving their farm from bankruptcy – with lots of clear and compelling messages. And it was actually fun to read. Since I first learned about it from one of the authors (we were working with a common client), I’ve recommended it to lots of other executives, and it’s made a difference.
One of the key lessons from Stella is that truly transformative innovation often needs to be separated from the core business – with different resources, budgets, metrics, and expectations. Otherwise it’s going to be in competition with the core business – and it will end up getting the short end of the stick in terms of money and people.
Inspired by George Orwell's Animal Farm and the international bestseller Our Iceberg is Melting, How Stella Saved the Farm is a simple parable about embracing change and managing innovation in difficult times.
Bankruptcy, or the grim prospect of being acquired by a hostile human competitor, threatens Windsor Farm. But when a young sheep called Stella comes up with a bold idea, will the other animals be able to respond to her ambitious call to action?
Grounded in over a decade of academic research, How Stella Saved the Farm will resonate for organizations of all types, from global corporations to small…
As an organizational consultant, and a business writer, I’ve always been fascinated by Mark Twain’s comment that he would've written a shorter letter if he had more time. It’s a wonderful reminder that simplicity and clarity require hard work and won’t happen by itself. As part of the consulting team that worked with Jack Welch to transform GE in the 1990s, I saw firsthand that leaders actually have the power to simplify their organizations, and that it can make a huge difference. What they need is a playbook for how to do this, and that was my intention when I wrote Simply Effective. Since then I’ve seen “simplicity” become a driving force for business success.
It’s not easy to reduce complexity and drive simplification with your team or organization.
To do so you need to become the best leader you can be. For many managers this means working on their deficiencies, bolstering their weaknesses, and trying as hard as possible to learn new behaviors.
What Kaplan and Kaiser recommend in Fear Your Strengths however is not to focus first on weaknesses but rather to start development by becoming aware of strengths that you might be overdoing.
This is an incredibly simple, but counter-intuitive approach to leadership development. In essence, it suggests that leaders often get into trouble by dialing up what they do well. For example, a manager who is good at strategy sometimes makes the strategy so complex that it becomes difficult for others to understand it or carry it out.
Conversely a manager who is good at execution can sometimes get caught up…
Once you’ve discovered your strengths, you need to discover something else: your strengths can work against you.
Many leaders know this on some intuitive level, and they see it in others. But they don’t see it as clearly in themselves. Mainly, they think of leadership development as working on their weaknesses. No wonder. The tools used to assess managers are not equipped to pick up on overplayed strengths—when more is not better.
Nationally recognized leadership experts Bob Kaplan and Rob Kaiser have conducted thousands of assessments of senior executives designed to determine when their strengths serve them well—versus betray them.…
I've been studying people at work for over 40 years, starting as an undergraduate at Cornell’s School of Labor Relations. As a student, I got involved with the trade union movement in the US, and worked as an assembly-line worker and fruit picker on kibbutzim in Israel. These hands-on experiences made me want to understand and have an impact on the way people spend most of their working hours. I’ve collected survey data from literally thousands of workers in dozens of studies conducted around the world. I’ve published more articles in scholarly journals than I ever imagined possible. And while I’m still passionate about the study of work, I’ve yet to really understand it.
Aside from my research on rewards management, pro-social organizational behavior, and employee substance misuse, I’ve focused a lot of my attention on workplace incivility.
Bob Sutton’s book was one of the factors leading me to look at this topic. We’ve all encountered incivility at work and all know – at least implicitly – how it impacts us. Sutton’s book was one of the first to make sense – at least for me – of such behavior, not only by identify the “dirty dozen” (12 highly prevalent manifestations of workplace incivility), but also by detailing how damaging such behavior can be to individuals and the organizations employing them.
Aside from giving me insight into the prevalence and nature of employee MIS-management, this book was the start of a personal journey to discover some of the less obvious (but potentially more robust) implications of such problematic organizational behavior.
When the Harvard Business Review asked Robert Sutton for suggestions for its annual list of Breakthrough Ideas, he told them that the best business practice he knew of was 'the no asshole rule'. Sutton's piece became one of the most popular articles ever to appear in the HBR. Spurred on by the fear and despair that people expressed, the tricks they used to survive with dignity in asshole-infested places, the revenge stories that made him laugh out loud and the other small wins that they celebrated against mean-spirited people, Sutton was persuaded to write THE NO ASSHOLE RULE. He believes…
Look around us—DEI (Diversity, Equity, and Inclusion) is under attack. From challenges to the Voting Rights Act and bans on books to the suppression of history and education, protections and rights are being rolled back. We must all recognize that systemic racism, patriarchy, homophobia, and other forms of discrimination harm not only the oppressed but also those who ostensibly benefit from these structures. It is time to move beyond passive or performative allyship and become proactive Disruptors—individuals willing to stand up and use their voices to advocate for equity and mutual respect.
The ways in which we lead must be examined in order to lead with
compassion and empathy. Traditionally, leaders have used a top-down approach to leadership, very
regimented and militaristic, but we are talking about people not war. So how can one lead a people,
an organization, in a way that is efficient and allows for growth?
Koenig’s approach is less a “heroic”
leadership style but one that is human-centered, seeing humility as strength is key to achieving
goals in a multicultural and complex society.
“A game-changing book that redefines leadership in the modern world.” ―Dr. Marshall Goldsmith, Thinkers50 #1 Executive Coach and New York Times bestselling author of The Earned Life, Triggers, and What Got You Here Won’t Get You There
When veteran executive coach, professor, and ultraendurance champion Urs Koenig signed up to be a NATO peacekeeping commander and United Nations peacekeeper in his fifties, he thought he knew a thing or two about leadership.
What he discovered was a new way of thinking that replaces the top-down, “heroic” leadership of the past with a more human-centered approach that views humility as a…
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.
I’m a longtime fan of the work BetterUp Labs has done in the research field of human performance, and this book, co-written by BetterUp’s Chief Innovation Officer Gabriella Rosen Kellerman, is a delightful collection of its insights.
With additional guidance from co-author Marty Seligman, commonly known as the father of positive psychology, Tomorrowmind offers an anthropological perspective on the evolution of our work experience and how our cultural expectations have shifted.
By shining a light on helpful case studies throughout, it demonstrates how we’ll need to change our individual mindsets and behaviors to operate effectively in the future of work. If you care about creativity and connection in your workplace, this will be an important addition for your bookshelf.
Thrive in your career with this radical, future-proofed approach to work in a world where automation, globalization, and downsizing are an urgent and threatening reality—from experts in workplace mental health, Gabriella Kellerman, CPO of BetterUp, and world-renowned psychologist Martin Seligman.
In recent years, workplace toxicity, industry volatility, and technology-driven turnover have threatened the psychological well-being of employees. When we can’t flourish at work, both personal success and corporate productivity suffer. As we sit on the cusp of some of the most turbulent economic changes in history, many of us wonder how we can not only survive but flourish in our…
Ursula K. Le Guin said science fiction is a metaphor of the now. It allows us to defamiliarize ourselves with the issues around us, so we can see everything from a new lens. As someone who worked in tech spaces and once wrote a poetry-generating program, I am interested in how people use language to write about technology, at all levels. I appreciate the blend of older forms of technology like phonographs along with newer forms like ChatGPT. Languages interest me: how we translate to speak to machinery or people, and how translation itself can feel like a kind of wormhole into another world.
The novel consists of interviews on a spaceship in the 22nd century.
The writing is beautiful and poetic, describing abstract objects in moving ways. I was deeply impressed how one can piece together various narrative threads through these truncated interviews. And it is a novel inspired by a visual arts exhibit. I love the collaborative aspect of it!
By the end, you’ll begin questioning what it means to be human. It’s translated from Danish, so yes, please, everyone read more translated fiction!
Now in paperback, The Employees chronicles the fate of the interstellar Six-Thousand Ship. The human and humanoid crew members complain about their daily tasks in a series of staff reports and memos. When the ship takes on a number of strange objects from the planet New Discovery, the crew becomes strangely and deeply attached to them, even as tensions boil toward mutiny, especially among the humanoids. Olga Ravn's prose is chilling, crackling, exhilarating, and foreboding. The Employees probes into what makes us human, while delivering a hilariously stinging critique of life governed by the logic of productivity.
Due to the inopportune circumstances of my birth (i.e., not being born into generational wealth), I have sadly been forced to join the working world instead of being allowed to live full-time in my imagination. Happily, the situation has allowed me to collect a treasure trove of workplace gossip. Described by my coworkers as “a great listener,” “overly curious,” and “most likely to start a cult,” the things I have heard and seen in a STEM-related office would truly leave an HR rep gagged. However, I have chosen to channel my penchant for mischief and genetic predisposition for drama into writing office romance novels instead of destroying careers.
Like many people, I would vastly prefer to work from home in my pajamas with reality TV on in the background while I paint my nails and jiggle my mouse from time to time so everyone thinks I am super busy being important on Zoom. However, if I am going to be forced into the office, then give me a coworker like Joshua Templeman: tall, handsome, brooding. Extra points if he calls me cute nicknames and teases me all day.
Since I can only dream about a handsome coworker (sorry, current coworkers, step it up!), I deeply enjoyed losing myself in this book by Sally Thorne. It’s the gold standard of a workplace enemies-to-lovers romance, with all the hateful banter, steamy looks, and coworker hookups that would have a real-life HR rep ready to retire.
Debut author Sally Thorne bursts on the scene with a hilarious and sexy workplace comedy all about that thin, fine line between hate and love. Nemesis (n.) 1) An opponent or rival whom a person cannot best or overcome. 2) A person's undoing 3) Joshua Templeman Lucy Hutton has always been certain that the nice girl can get the corner office. She's charming and accommodating and prides herself on being loved by everyone at Bexley & Gamin. Everyone except for coldly efficient, impeccably attired, physically intimidating Joshua Templeman. And the feeling is mutual. Trapped in a shared office together forty…
I’m a professor of Chinese studies, and I’m especially interested in what the close study of culture can reveal about aspects of contemporary Chinese life that are usually dominated by the perspectives of historians, sociologists, anthropologists, and political scientists. I’m fascinated not so much by how cultural practices reflect social change but by how they sometimes make it happen, particularly in societies where overt political action is blocked. As my book picks show, I’m intrigued by the inventiveness and drive of people who create culture, often new forms of culture, under conditions of oppression, exploitation, and duress.
In 2010, I became aware of appalling news stories about multiple suicides at the giant factory complexes in South China which churn out high-spec Apple devices. Shortly afterwards, a team of researchers went into the field to find out exactly what was happening at Foxconn, the vast multinational at the heart of this transpacific electronics supply chain.
On the one hand, the story they uncovered is about a predatory labor regime which relies on sweatshop brutality to get results. On the other, the authors document the vibrant cultural life that Foxconn factory workers have developed in order to survive and protest: poems, songs, open letters, photos, and videos.
As it exposes the murky origins of shiny gadgets, the book also spoke to me as a testament to the power and potential of committed activist scholarship.
Suicides, excessive overtime, hostility and violence on the factory floor in China. Drawing on vivid testimonies from rural migrant workers, student interns, managers and trade union staff, Dying for an iPhone is a devastating expose of two of the world's most powerful companies: Foxconn and Apple.
As the leading manufacturer of iPhones, iPads and Kindles, and employing one million workers in China alone, Taiwanese-invested Foxconn's drive to dominate global electronics manufacturing has aligned perfectly with China's goal of becoming the world leader in technology. This book reveals the human cost of that ambition and what our demands for the newest…
