Workers want good jobs, and many leaders want to provide them. But they don't think they can offer higher pay and more motivating work without hurting the bottom line. Most business leaders want to win with customers, but their companies are hobbled by a host of service and operational problems largely driven by high employee turnover—turnover that's partly driven by low pay. It is indeed a vicious cycle, and Zeynep Ton is here to show you the way out: why good jobs combined with strong operations lead to higher productivity and increased competitiveness for the business.

Peter Cappelli confronts the myth of the skills gap and provides an actionable path forward to put people back to work. Even in a time of perilously high unemployment, companies contend that they cannot find the employees they need. Pointing to a skills gap, employers argue applicants are simply not qualified; schools aren't preparing students for jobs; the government isn't letting in enough high-skill immigrants; and even when the match is right, prospective employees won’t accept jobs at the wages offered.

Every day, tens of thousands of Google employees, from executives to interns, rely on Laura Mae Martin’s tips and best practices for how to make the most of their time. Now, with Uptime, Laura brings her unique approach to productivity and well-being to anyone who wants to be more effective and experience “calm accomplishment,” whether at work, at school, or in their own personal lives.

The world is encountering multiple crises—climate, droughts, floods, energy, food, and pandemics, to name a few. We have a problem, this is the solution. Capitalism and Crises is about how capitalism can fix them—how it can solve not cause them. The reason why it has caused them is that we have misconceived the nature of our capitalist system. We have failed to understand the key institution at the heart of it—business—and as a result we have allowed it to cause as well as solve problems. This book describes why this has happened and what needs to change to address it.

This audiobook narrated by Davis Brooks reveals how the subtle but significant consequences of a hotter planet have already begun—from lower test scores to higher crime rates—and how we might tackle them today.

Good leaders maintain steady teams, achieve reasonable growth, and are comfortable in their authority. But great leaders recognize that unparalleled success comes from always seeking to improve. The stakes of leadership are higher than ever, and operating with maximum effectiveness is not only desirable, but also imperative.

Ron Shaich is a business visionary who has been part of building three iconic restaurant brands: Au Bon Pain, Panera Bread, and now Cava. Along the way, he developed "fast casual," a $100 billion-plus segment of the industry. Now he reveals what he learned about entrepreneurship, running large enterprises, business transformation, and life itself. He illustrates these lessons with his experiences turning a small cookie store into 2,400 restaurants with $5 billion in revenue, delivering annual investor returns of 25% over two decades, and outperforming both Starbucks and Chipotle.

These Are the Plunderers traces the thirty-year history of corporate takeovers in America and private equity’s increasing dominance. Morgenson and Rosner investigate some of the biggest names in private equity, exposing how they buy companies, load them with debt, and then bleed them of assets and profits. All while prosecutors and regulators stand idly by.

Business leaders know that the key to competitive success is smart management of scarce resources. That's why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization - resources that are too often squandered.

1:1s are arguably one of the most critical meeting types for the success of team members, managers, coaches, teams, and organizations. The best managers recognize that 1:1s are not an add-on to their role as a manager. Conducting 1:1s successfully are foundational to being a manager. At the same time, these meetings are the core of a direct report's experience and development at work, including how well they engage and attach to their role, perceive the effectiveness of their manager, and envision their future at the organization.

Having recently stepped down as chairman and CEO of Best Buy, Hubert Joly shares the leadership principles illustrated by multiple vivid and concrete stories that underpinned the remarkable resurgence of Best Buy and that he believes are at the heart of business: pursue a noble purpose, put people at the center, embrace all stakeholders, and treat profit as an outcome.

Do you feel like we’re in a permacrisis? Chances are you feel some anxiety about the state of the world right now. Mohamed, Michael and Gordon certainly did. These three friends – who between them have almost a century of expertise in international economics, business and global government – began talking over zoom at the start of the pandemic. They wanted to discuss the challenges the world was facing: unanticipated shocks, poor policy responses, struggling coordination. But the more they talked, the more they realised there was nothing pre-ordained about the gloomy path we’re on now.

This printing of Men and Rubber: The Story of Business by Harvey S. Firestone is part of the Farnam Street Timeless Classics Series, where we continue with our goal of "mastering the best of what other people have figured out".

In The Chief Executive Operating System, veteran CEO Joel Trammell and executive coach Sherif Sakr present a concise, systematic guide to being a truly great chief executive. Filling a wide gap around CEO-specific guidance in the management literature, the authors draw on decades of leadership and client work to deliver a practical CEO operating system that works.

Joseph Seligman arrived in the United States in 1837, with the equivalent of $100 sewn into the lining of his pants. Then came the Lehman brothers, who would open a general store in Montgomery, Alabama. Not far behind were Solomon Loeb and Marcus Goldman, among the “Forty-Eighters” fleeing a Germany that had relegated Jews to an underclass.