Built To Last, the defining management study of the 90s, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

Despite our good intentions, many of us experience a chronic imbalance between the desire to live our values and the distractions and never-ending to-do lists that can get in the way. In Your 168: Finding Purpose and Satisfaction in a Values-Based Life, listeners learn how to pursue a values-based life by identifying and committing to their values and priorities.

This audiobook is about luck, or more precisely, how we perceive and deal with luck in life and business. It is already a landmark work, and its title has entered our vocabulary. In its second edition, Fooled by Randomness is now a cornerstone for anyone interested in random outcomes.

Robert Sapolsky’s Behave, his now classic account of why humans do good and why they do bad, pointed toward an unsettling conclusion: We may not grasp the precise marriage of nature and nurture that creates the physics and chemistry at the base of human behavior, but that doesn’t mean it doesn’t exist. Now, in Determined, Sapolsky takes his argument all the way, mounting a brilliant (and in his inimitable way, delightful) full-frontal assault on the pleasant fantasy that there is some separate self telling our biology what to do.

Ben Horowitz offers essential advice on building and running a startup - practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog. While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz’s personal and often humbling experiences.

Life is getting better at an accelerating rate. Food availability, income, and life span are up; disease, child mortality, and violence are down all across the globe. Though the world is far from perfect, necessities and luxuries alike are getting cheaper; population growth is slowing; Africa is following Asia out of poverty; the Internet, the mobile phone, and container shipping are enriching people's lives as never before.

Finite games, like football or chess, have known players, fixed rules, and a clear endpoint. The winners and losers are easily identified. Infinite games, games with no finish line, like business or politics, or life itself, have players who come and go. The rules of an infinite game are changeable, while infinite games have no defined endpoint. There are no winners or losers - only ahead and behind. The question is, how do we play to succeed in the game we’re in? In this revelatory new audiobook, Simon Sinek offers a framework for leading with an infinite mindset.

Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. But a closer look at research on the world’s top performers shows that early specialization is the exception, not the rule. David Epstein examined the world’s most successful athletes, artists, musicians, inventors, forecasters and scientists. He discovered that in most fields—especially those that are complex and unpredictable—generalists, not specialists, are primed to excel.

For generations, we have focused on the individual drivers of success: Passion, hard work, talent, and luck. But in today’s dramatically reconfigured world, success is increasingly dependent on how we interact with others. In Give and Take, Adam Grant, an award-winning researcher and Wharton’s highest-rated professor, examines the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom.

For all of neuroscience's advances, we've made little progress on its biggest question: How do simple cells in the brain create intelligence? Jeff Hawkins and his team discovered that the brain uses map-like structures to build a model of the world - not just one model, but hundreds of thousands of models of everything we know. This discovery allows Hawkins to answer important questions about how we perceive the world, why we have a sense of self, and the origin of high-level thought.

We've all had experiences with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the people around them and always need to be the smartest people in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them.

The Human Element is for anyone who wants to introduce a new idea or innovation into the world. Most marketers, innovators, executives, and activists operate on a deep assumption. It is the belief that the best way to convince people to embrace a new idea is to heighten the appeal of the idea itself.

Many people have a fear of public speaking or are insecure about their ability to give a successful presentation. Now public speaking coach and best-selling author Carmine Gallo explores what makes a great presentation by examining the widely acclaimed TED Talks, which have redefined the elements of a successful presentation and become the gold standard for public speaking. TED - which stands for technology, entertainment, and design - brings together the world's leading thinkers.

Have you ever wanted to learn a language or pick up an instrument, only to become too daunted by the task at hand? Expert performance guru Anders Ericsson has made a career of studying chess champions, violin virtuosos, star athletes, and memory mavens. Peak condenses three decades of original research to introduce an incredibly powerful approach to learning that is fundamentally different from the way people traditionally think about acquiring a skill.

They actually have vastly different styles and backgrounds. Yet despite their differences, great managers share one common trait: They don’t hesitate to break virtually every rule held sacred by conventional wisdom. They don’t believe that, with enough training, a person can achieve anything he sets his mind to. They don’t try to help people overcome their weaknesses. And, yes, they even play favorites. In this longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers.