Scaling People is a practical and empathetic guide to being an effective leader and manager in a high-growth environment. The tactical information it puts forward—including guidance on crafting foundational documents, strategic and financial planning, hiring and team development, and feedback and performance mechanisms—can be applied to companies of any size, in any industry.

You might believe you’re thinking clearly in the moments that matter most. But in all likelihood, when the pressure is on, you won’t be thinking at all. And your subsequent actions will inevitably move you further from the results you ultimately seek—love, belonging, success, wealth, victory. According to Farnam Street founder Shane Parrish, we must get better at recognizing these opportunities for what they are, and deploying our cognitive ability in order to achieve the life we want.

When Elon Musk was a kid in South Africa, he was regularly beaten by bullies. One day a group pushed him down some concrete steps and kicked him until his face was a swollen ball of flesh. He was in the hospital for a week. But the physical scars were minor compared to the emotional ones inflicted by his father, an engineer, rogue, and charismatic fantasist.

You may be surprised to learn that microchips are the new oil—the scarce resource on which the modern world depends. Today, military, economic, and geopolitical power are built on a foundation of computer chips. Virtually everything—from missiles to microwaves—runs on chips, including cars, smartphones, the stock market, even the electric grid. Until recently, America designed and built the fastest chips and maintained its lead as the #1 superpower, but America’s edge is in danger of slipping, undermined by players in Taiwan, Korea, and Europe taking over manufacturing.

We live in a world that’s obsessed with talent. We celebrate gifted students in school, natural athletes in sports, and child prodigies in music. But admiring people who start out with innate advantages leads us to overlook the distance we ourselves can travel. We underestimate the range of skills that we can learn and how good we can become. We can all improve at improving. And when opportunity doesn’t knock, there are ways to build a door.

When Michael Lewis first met him, Sam Bankman-Fried was the world’s youngest billionaire and crypto’s Gatsby. CEOs, celebrities, and leaders of small countries all vied for his time and cash after he catapulted, practically overnight, onto the Forbes billionaire list. Who was this rumpled guy in cargo shorts and limp white socks, whose eyes twitched across Zoom meetings as he played video games on the side?

The widening gap between rich and poor means dealing with one big, uncomfortable truth: If you're not at the top, you're at the bottom. The global labor market is changing radically thanks to growth at the high end and the low. About three quarters of the jobs created in the United States since the great recession pay only a bit more than minimum wage. Still, the United States has more millionaires and billionaires than any country ever, and we continue to mint them.

Innovations rarely come from “experts.” Elon Musk was not an “electric car person” before he started Tesla. When it comes to improbable innovations, a legendary tech VC told Sebastian Mallaby, the future cannot be predicted, it can only be discovered. It is the nature of the venture-capital game that most attempts at discovery fail, but a very few succeed at such a scale that they more than make up for everything else. That extreme ratio of success and failure is the power law that drives the VC business, all of Silicon Valley, the wider tech sector, and, by extension, the world.

Disorder: Hard Times in the 21st Century is a long history of this present political moment. It recounts three histories—one about geopolitics, one about the world economy, and one about western democracies—and explains how in the years of political disorder prior to the pandemic, the disruption in each became one big story. It shows how much of this turbulence originated in problems generated by fossil-fuel energies, and it explains why, as the green transition takes place, the longstanding predicaments energy invariably shapes will remain in place.

Algorithms and apps analyze data and tell you how to beat the traffic, what books to buy, what music to listen to, and even who to date—often with great results. But what do you do when you face the big decisions of life—the "wild problems" of who to marry, whether to have children, where to move, how to forge a life well-lived—that can’t be solved by measurement or calculation? In Wild Problems, beloved host of EconTalk Russ Roberts offers puzzled rationalists a way to address these wild problems.

Tony Fadell led the teams that created the iPod, iPhone and Nest Learning Thermostat and learned enough in 30+ years in Silicon Valley about leadership, design, startups, Apple, Google, decision-making, mentorship, devastating failure and unbelievable success to fill an encyclopedia.

In What We Owe The Future, philosopher William MacAskill argues for longtermism, that idea that positively influencing the distant future is a key moral priority of our time. It’s not enough to reverse climate change or avert the next pandemic. We must ensure that civilization would rebound if it collapsed, counter the end of moral progress, and prepare for a planet where the smartest beings are digital, not human. If we set humanity’s course right, our grandchildren’s grandchildren will thrive, knowing we did everything to give them a world of justice, hope, and beauty.

Before 1870, humanity lived in dire poverty, with a slow crawl of invention offset by a growing population. Then came a great shift: invention sprinted forward, doubling our technological capabilities each generation and utterly transforming the economy again and again. Our ancestors would have presumed we would have used such powers to build utopia. But it was not so. When 1870-2010 ended, the world instead saw global warming; economic depression, uncertainty, and inequality; and broad rejection of the status quo.

From the best-selling author of Thinking, Fast and Slow, the co-author of Nudge, and the author of You Are About to Make a Terrible Mistake! comes Noise, a revolutionary exploration of why people make bad judgments, and how to control both noise and cognitive bias.

The essential skill of creating and maintaining new businesses - the art of the entrepreneur - can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companies, this legendary management book is a Silicon Valley staple, equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and start-up founders.

In Leadership BS Jeffrey Pfeffer shines a bright light on the leadership industry, showing why it's failing and how it might be remade. He sets the record straight on the oft-made prescriptions for leaders to be honest, authentic, and modest; tell the truth; build trust; and take care of others. By calling BS on so many of the stories and myths of leadership, he gives people a more scientific look at the evidence and better information to guide their careers.

Americans are taught to believe that upward mobility is possible for anyone who is willing to work hard, regardless of their social status. Yet it is often those from affluent backgrounds who land the best jobs. Pedigree takes listeners behind the closed doors of top-tier investment banks, consulting firms, and law firms to reveal the truth about who really gets hired for the nation's highest-paying entry-level jobs, who doesn't, and why.

In The Best Place to Work, award-winning psychologist Ron Friedman, Ph.D. uses the latest research from the fields of motivation, creativity, behavioral economics, neuroscience, and management to reveal what really makes us successful at work. Combining powerful stories with cutting edge findings, Friedman shows leaders at every level how they can use scientifically-proven techniques to promote smarter thinking, greater innovation, and stronger performance.

The widening gap between rich and poor means dealing with one big, uncomfortable truth: If you're not at the top, you're at the bottom. The global labor market is changing radically thanks to growth at the high end and the low. About three quarters of the jobs created in the United States since the great recession pay only a bit more than minimum wage. Still, the United States has more millionaires and billionaires than any country ever, and we continue to mint them.

For innovation and leadership guru Hal Gregersen, the power of questions has always been clear - but it took some years for the follow-on question to hit him: If so much depends on fresh questions, shouldn’t we know more about how to arrive at them? That sent him on a research quest ultimately including more than 200 interviews with creative thinkers. Questions Are the Answer delivers the insights Gregersen gained about the conditions that give rise to catalytic questions - and breakthrough insights - and how anyone can create them.

With Give and Take, Adam Grant not only introduced a landmark new paradigm for success but also established himself as one of his generation’s most compelling and provocative thought leaders. In Originals he again addresses the challenge of improving the world, but now from the perspective of becoming original: choosing to champion novel ideas and values that go against the grain, battle conformity, and buck outdated traditions. How can we originate new ideas, policies, and practices without risking it all?

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.

Business today is global - and success requires a new set of skills. But not to worry, whether you're negotiating with vendors in Asia, exploring potential markets in Africa, or leading a diverse team at home, you don't have to master the nuances of every culture you encounter. With cultural intelligence, or CQ, you can lead effectively in any context.

Gender equality is a moral and a business imperative. But unconscious bias holds us back, and de-biasing people’s minds has proven to be difficult and expensive. Diversity training programs have had limited success, and individual effort alone often invites backlash. Behavioral design offers a new solution. By de-biasing organizations instead of individuals, we can make smart changes that have big impacts.

In Friend and Foe, researchers Galinsky and Schweitzer explain why this debate misses the mark. Rather than being hardwired to compete or cooperate, humans have evolved to do both. It is only by learning how to strike the right balance between these two forces that we can improve our long-term relationships and get more of what we want.

Drawing on interviews with executives from Fortune 500 companies, Kathleen Kelley Reardon has compiled essential advice on how to break into the inner circle of power at the top of the corporate ladder. Many books cover practical business knowledge, but few address the issue of interpersonal skills. The ever-changing circle of power within a corporation may not necessarily follow the same guidelines it publicly professes. The most talented employee isn't always the one promoted; there is an intangible quality the upper echelon look for.

Are you above average? Is your child an A student? Is your employee an introvert or an extrovert? Every day we are measured against the yardstick of averages, judged according to how close we come to it or how far we deviate from it. The assumption that metrics comparing us to an average—like GPAs, personality test results, and performance review ratings—reveal something meaningful about our potential is so ingrained in our consciousness that we don't even question it. That assumption, says Harvard's Todd Rose, is spectacularly—and scientifically—wrong.

Humans have two basic desires: to stand out and to fit in. Companies respond by creating groups that tend to the extreme - where everyone fits in and no one stands out, or where everyone stands out and no one fits in. How do we find that happy medium where workers can demonstrate their individuality while also feeling they belong? The answer, according to Stefanie Johnson, is to Inclusify.

Everyone recognizes leaders with "presence." They stand out for their seemingly innate ability to command attention and inspire commitment. But what is this secret quality they exude, exactly? Executive and CEO coach Kristi Hedges demystifies this elusive trait, revealing that leadership presence is the intersection of outward influencing skills and internal mental conditioning. Using her I-Presence model, the author shows how anyone-regardless of position or personality-can strengthen their impact.

Clifford Nass has developed a powerful theory: Our brains can’t fundamentally distinguish between interacting with people and interacting with devices. Nass’s discoveries push the boundaries of both psychology and technology and provide nothing less than a new blueprint for successful human relationships.

The widening gap between rich and poor means dealing with one big, uncomfortable truth: If you're not at the top, you're at the bottom. The global labor market is changing radically thanks to growth at the high end and the low. About three quarters of the jobs created in the United States since the great recession pay only a bit more than minimum wage. Still, the United States has more millionaires and billionaires than any country ever, and we continue to mint them.

In this new audiobook, Stubborn Attachments: A Vision for a Society of Free, Prosperous, and Responsible Individuals, Cowen argues that our reason and common sense can help free us of the faulty ideas that hold us back as people and as a society. Stubborn Attachments, at its heart, makes the contemporary moral case for economic growth and delivers a great dose of inspiration and optimism about our future possibilities.

America has been through the biggest financial crisis since the great Depression, unemployment numbers are frightening, median wages have been flat since the 1970s, and it is common to expect that things will get worse before they get better. Certainly, the multidecade stagnation is not yet over. How will we get out of this mess?

How will we live well in a super-networked, information-soaked, yet predictably irrational world? The only way to know is to understand how the way we think is changing. As economist Tyler Cowen boldly shows in Create Your Own Economy, the way we think now is changing more rapidly than it has in a very long time. Not since the Industrial Revolution has a man-made creation - in this case, the World Wide Web - so greatly influenced the way our minds work and our human potential.

If business is so bad, why does it remain so integral to the basic functioning of America? Economist and best-selling author Tyler Cowen says our biggest problem is that we don’t love business enough. In Big Business, Cowen puts forth an impassioned defense of corporations and their essential role in a balanced, productive, and progressive society. He dismantles common misconceptions and untangles conflicting intuitions.