Microsoft project veteran Scott Berkun offers a collection of essays on field-tested philosophies and strategies for defining, leading, and managing projects. Each essay distills complex concepts and challenges into practical nuggets of useful advice, and the new edition now adds more value for leaders and managers of projects everywhere.  

In this ground-breaking and entertaining exploration of athletic success, award-winning writer David Epstein gets to the heart of the great nature vs. nurture debate, and explodes myths about how and why humans excel. Along the way, Epstein exposes the flaws in the so-called 10,000-hour rule that states that rigorous practice from a young age is the only route to success.

Physicist and entrepreneur Safi Bahcall reveals a surprising new way of thinking about the mysteries of group behavior that challenges everything we thought we knew about nurturing radical breakthroughs. Drawing on the science of phase transitions, Bahcall reveals why teams, companies, or any group with a mission will suddenly change from embracing wild new ideas to rigidly rejecting them.

There is nothing more essential to our health and wellbeing than breathing: take air in, let it out, repeat 25,000 times a day. Yet, as a species, humans have lost the ability to breathe correctly, with grave consequences. Journalist James Nestor travels the world to figure out what went wrong and how to fix it.

The routine traffic stop that ends in tragedy. The spy who spends years undetected at the highest levels of the Pentagon. The false conviction of Amanda Knox. Why do we so often get other people wrong? Why is it so hard to detect a lie, read a face or judge a stranger's motives? Through a series of encounters and misunderstandings - from history, psychology and infamous legal cases - Malcolm Gladwell takes us on an intellectual adventure into the darker side of human nature, where strangers are never simple and misreading them can have disastrous consequences.

Faced with tumultuous economic times and rapid technological change, staying ahead in your career depends on continual learning - a lifelong mastery of new ideas, subjects and skills. If you want to accomplish more and stand apart from everyone else, you need to become an ultralearner. Scott Young incorporates the latest research about the most effective learning methods and the stories of other ultralearners like himself - among them Ben Franklin, Judit Polgar and Richard Feynman, as well as a host of others....

The CEO of the Walt Disney Company shares the ideas and values he has used to reinvent one of the most beloved companies in the world, and inspire the people who bring the magic to life. In 2005, Robert Iger became CEO of The Walt Disney Company during a difficult time. Morale had deteriorated, competition was more intense, and technology was changing faster than at any time in the company's history. Twelve years later, Disney is the largest, most respected media company in the world counting Pixar, Marvel, Lucasfilm, and 21st Century Fox among its properties. 

In Thinking, Fast and Slow, Kahneman takes us on a ground-breaking tour of the mind and explains the two systems that drive the way we think and make choices. One system is fast, intuitive and emotional; the other is slower, more deliberative and more logical. Kahneman exposes the extraordinary capabilities-and also the faults and biases-of fast thinking and reveals the pervasive influence of intuitive impressions on our thoughts and behaviour. 

After a stint policing the rough streets of Kansas City, Missouri, Chris Voss joined the FBI, where his career as a kidnapping negotiator brought him face-to-face with bank robbers, gang leaders and terrorists. Never Split the Difference takes you inside his world of high-stakes negotiations, revealing the nine key principles that helped Voss and his colleagues succeed when it mattered the most - when people’s lives were at stake. 

David and Goliath is the dazzling and provocative new book from Malcolm Gladwell, best-selling author of The Tipping Point, Blink, Outliers and What the Dog Saw. Why do underdogs succeed so much more than we expect? How do the weak outsmart the strong? In David and Goliath Malcolm Gladwell takes us on a scintillating and surprising journey through the hidden dynamics that shape the balance of power between the small and the mighty.

Jim Simons is the greatest moneymaker in modern financial history. His record bests those of legendary investors, including Warren Buffett, George Soros and Ray Dalio. Yet Simons and his strategies are shrouded in mystery. The financial industry has long craved a look inside Simons's secretive hedge fund, Renaissance Technologies and veteran Wall Street Journal reporter Gregory Zuckerman delivers the goods. 

In The Infinite Game, Sinek applies game theory to explore how great businesses achieve long-lasting success. He finds that building long-term value and healthy, enduring growth - that playing the infinite game - is the only thing that matters to your business. 

In this stunning new book, Malcolm Gladwell takes us on an intellectual journey through the world of "outliers" - the best and the brightest, the most famous and the most successful. He asks the question: what makes high achievers different? His answer is that we pay too much attention to what successful people are like and too little attention to where they are from: that is, their culture, their family, their generation, and the idiosyncratic experiences of their upbringing.

Throughout history, there's been one indelible quality that great leaders, makers, artists and fighters have shared. The Zen Buddhists described it as inner peace, the Stoics called it ataraxia and Ryan Holiday calls it stillness: the ability to be steady, focussed and calm in a constantly busy world. This quality, valued by every major school of thought from Buddha to Seneca, John Stuart Mill to Nietzsche, is urgently necessary today. And, Holiday shows, it is entirely attainable.

Everyone would benefit from seeing further into the future, whether buying stocks, crafting policy, launching a new product, or simply planning the week's meals. Unfortunately, people tend to be terrible forecasters. As Wharton professor Philip Tetlock showed in a landmark 2005 study, even experts' predictions are only slightly better than chance. However, an important and underreported conclusion of that study was that some experts do have real foresight.