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SoBrief
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Principle-Centered Leadership
by Stephen R. Covey • 2009
A compass, not a checklist: leadership that lasts rests on discovering universal principles.
4.12
18k+
Principle-Centered Leadership Summary
Principle-Centered Leadership 95%
A compass, not a checklist: leadership that lasts rests on discovering universal principles.
by Stephen R. Covey 2009
4.12
18k+ ratings
The CEO Next Door
by Elena L. Botelho • 2018
A study of thousands of CEOs found four behaviors predict success. Charisma didn't make the list.
4.03
1k+
The CEO Next Door Summary
The CEO Next Door 95%
A study of thousands of CEOs found four behaviors predict success. Charisma didn't make the list.
by Elena L. Botelho 2018
4.03
1k+ ratings
The New Leader's 100-Day Action Plan
by George B. Bradt • 2006
Start before Day One. Align your team, secure early wins, and own the quarter in 100 days.
3.99
6k+
The New Leader's 100-Day Action Plan Summary
The New Leader's 100-Day Action Plan 95%
Start before Day One. Align your team, secure early wins, and own the quarter in 100 days.
by George B. Bradt 2006
3.99
6k+ ratings
CEO Excellence
by Carolyn Dewar • 2022
The data reveals a small set of practices that separate great CEOs from everyone else.
4.16
2k+
CEO Excellence Summary
CEO Excellence 95%
The data reveals a small set of practices that separate great CEOs from everyone else.
by Carolyn Dewar 2022
4.16
2k+ ratings
Execution
by Larry Bossidy • 2006
Two CEOs on why strategies fail: not the idea, but the missing follow-through.
3.87
27k+
Execution Summary
Execution 95%
Two CEOs on why strategies fail: not the idea, but the missing follow-through.
by Larry Bossidy 2006
3.87
27k+ ratings
The 4 Disciplines of Execution
by Chris McChesney • 2023
Daily demands swallow every strategy. A framework for delivering the one breakthrough that matters.
4.20
70
The 4 Disciplines of Execution Summary
The 4 Disciplines of Execution 95%
Daily demands swallow every strategy. A framework for delivering the one breakthrough that matters.
by Chris McChesney 2023
4.20
70 ratings
The Work of Leaders
by Julie Straw • 2013
Leadership is three jobs: craft the vision, earn the buy-in, and drive the follow-through.
3.98
193
The Work of Leaders Summary
The Work of Leaders 95%
Leadership is three jobs: craft the vision, earn the buy-in, and drive the follow-through.
by Julie Straw 2013
3.98
193 ratings
The Strategy-Focused Organization
by Robert S. Kaplan • 2000
A measurement system that translates strategy into a handful of metrics every employee can act on.
3.94
537
The Strategy-Focused Organization Summary
The Strategy-Focused Organization 95%
A measurement system that translates strategy into a handful of metrics every employee can act on.
by Robert S. Kaplan 2000
3.94
537 ratings
The Power of Going All-In
by Brandon Bornancin • 2024
Full commitment: the hiring, culture, and decision playbook for leaders who reject mediocrity.
3.55
40
The Power of Going All-In Summary
The Power of Going All-In 95%
Full commitment: the hiring, culture, and decision playbook for leaders who reject mediocrity.
by Brandon Bornancin 2024
3.55
40 ratings
Making Strategy Work
by Lawrence G. Hrebiniak • 2005
Execution is harder than strategy. A framework for aligning structure, culture, and incentives.
3.70
162
Making Strategy Work Summary
Making Strategy Work 95%
Execution is harder than strategy. A framework for aligning structure, culture, and incentives.
by Lawrence G. Hrebiniak 2005
3.70
162 ratings
The HR Value Proposition
by Dave Ulrich • 2005
What if HR's primary output was organizational culture, and everything else was built to support it?
3.92
224
The HR Value Proposition Summary
The HR Value Proposition 95%
What if HR's primary output was organizational culture, and everything else was built to support it?
by Dave Ulrich 2005
3.92
224 ratings
Know-How
by Ram Charan • 2007
Eight trainable skills, not personality or IQ, separate leaders who deliver from those who stall.
3.86
857
Know-How Summary
Know-How 95%
Eight trainable skills, not personality or IQ, separate leaders who deliver from those who stall.
by Ram Charan 2007
3.86
857 ratings
Winning
by Jack Welch • 2005
Three rules for winning: demand honesty, reward the best decisively, and never tolerate mediocrity.
3.86
43k+
Winning Summary
Winning 95%
Three rules for winning: demand honesty, reward the best decisively, and never tolerate mediocrity.
by Jack Welch 2005
3.86
43k+ ratings
Harvard Business Review Leader's Handbook
by Ron Ashkenas • 2018
A playbook for the work that separates managers who run things from leaders who change them.
3.94
241
Harvard Business Review Leader's Handbook Summary
Harvard Business Review Leader's Handbook 95%
A playbook for the work that separates managers who run things from leaders who change them.
by Ron Ashkenas 2018
3.94
241 ratings
The Strategist
by Cynthia A. Montgomery • 2012
Ask what the world loses if your company disappears; the answer is your strategy.
3.86
1k+
The Strategist Summary
The Strategist 95%
Ask what the world loses if your company disappears; the answer is your strategy.
by Cynthia A. Montgomery 2012
3.86
1k+ ratings
Who Does What By How Much?
by Jeff Gothelf • 2024
Your OKRs measure the wrong thing. Shifting from output to customer behavior makes them work.
4.36
107
Who Does What By How Much? Summary
Who Does What By How Much? 95%
Your OKRs measure the wrong thing. Shifting from output to customer behavior makes them work.
by Jeff Gothelf 2024
4.36
107 ratings
Seven Strategy Questions
by Robert Simons • 2010
Seven questions that diagnose why your strategy works on paper but not in practice.
3.96
191
Seven Strategy Questions Summary
Seven Strategy Questions 95%
Seven questions that diagnose why your strategy works on paper but not in practice.
by Robert Simons 2010
3.96
191 ratings
Leadership
by Brian Tracy • 2015
One skill drives 85% of leadership success; here's the full curriculum for it and the rest.
4.13
726
Leadership Summary
Leadership 95%
One skill drives 85% of leadership success; here's the full curriculum for it and the rest.
by Brian Tracy 2015
4.13
726 ratings
The Path of Least Resistance for Managers
by Robert Fritz • 1999
Solving problems won't advance your organization. Designing its structure will.
4.15
307
The Path of Least Resistance for Managers Summary
The Path of Least Resistance for Managers 95%
Solving problems won't advance your organization. Designing its structure will.
by Robert Fritz 1999
4.15
307 ratings
The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success
by Marcus Buckingham • 2005
Great managers do one thing. Great leaders do another. Do both and your career lasts.
3.97
3k+
The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success Summary
The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success 95%
Great managers do one thing. Great leaders do another. Do both and your career lasts.
by Marcus Buckingham 2005
3.97
3k+ ratings
Strategic Leadership
by John Adair • 2010
The three functions every leader must balance, and how to scale them from team to enterprise.
3.38
45
Strategic Leadership Summary
Strategic Leadership 94%
The three functions every leader must balance, and how to scale them from team to enterprise.
by John Adair 2010
3.38
45 ratings
Launching a Leadership Revolution
by Chris Brady • 2005
Influence trumps title. Five compounding stages that produce leaders who develop other leaders.
4.37
3k+
Launching a Leadership Revolution Summary
Launching a Leadership Revolution 94%
Influence trumps title. Five compounding stages that produce leaders who develop other leaders.
by Chris Brady 2005
4.37
3k+ ratings
A Year with Peter Drucker
by Joseph A. Maciariello • 2014
52 weeks of Drucker: lead with integrity, create customers, and build a lasting organization.
3.70
143
A Year with Peter Drucker Summary
A Year with Peter Drucker 94%
52 weeks of Drucker: lead with integrity, create customers, and build a lasting organization.
by Joseph A. Maciariello 2014
3.70
143 ratings
Learning the 21 Irrefutable Laws of Leadership
by John C. Maxwell • 1999
Your leadership ability sets the ceiling on everything you do. Here is how to raise it.
4.3
270
Learning the 21 Irrefutable Laws of Leadership Summary
Learning the 21 Irrefutable Laws of Leadership 94%
Your leadership ability sets the ceiling on everything you do. Here is how to raise it.
by John C. Maxwell 1999
4.3
270 ratings
A CEO Only Does Three Things
by Trey Taylor • 2020
Only three priorities deserve a CEO's attention. Everything else is a distraction with a salary.
4.08
479
A CEO Only Does Three Things Summary
A CEO Only Does Three Things 94%
Only three priorities deserve a CEO's attention. Everything else is a distraction with a salary.
by Trey Taylor 2020
4.08
479 ratings
The Extraordinary Leader
by John H. Zenger • 2002
Top leaders double revenue. The counterintuitive key: building strengths, not fixing flaws.
3.87
363
The Extraordinary Leader Summary
The Extraordinary Leader 94%
Top leaders double revenue. The counterintuitive key: building strengths, not fixing flaws.
by John H. Zenger 2002
3.87
363 ratings
What Successful People Know About Leadership
by John C. Maxwell • 2016
You do not need a corner office to lead. You need the daily habits that build unborrowed influence.
3.97
281
What Successful People Know About Leadership Summary
What Successful People Know About Leadership 94%
You do not need a corner office to lead. You need the daily habits that build unborrowed influence.
by John C. Maxwell 2016
3.97
281 ratings
Lead to Win
by Carla A. Harris • 2022
Climbing into leadership means shifting from doing the work to empowering others. Here is how.
3.94
316
Lead to Win Summary
Lead to Win 94%
Climbing into leadership means shifting from doing the work to empowering others. Here is how.
by Carla A. Harris 2022
3.94
316 ratings
No Bullsh*t Leadership
by Chris Hirst • 2019
A playbook for everyday leaders: clear aims, fast decisions, and a culture that outperforms.
3.77
518
No Bullsh*t Leadership Summary
No Bullsh*t Leadership 94%
A playbook for everyday leaders: clear aims, fast decisions, and a culture that outperforms.
by Chris Hirst 2019
3.77
518 ratings
Move
by Patty Azzarello • 2017
Execution is where strategies die. How to keep momentum alive and push through the stalled phase.
4.22
266
Move Summary
Move 94%
Execution is where strategies die. How to keep momentum alive and push through the stalled phase.
by Patty Azzarello 2017
4.22
266 ratings
Beyond Performance
by Scott Keller • 2011
The half of business success most leaders ignore: organizational health. A playbook for building it.
3.91
302
Beyond Performance Summary
Beyond Performance 94%
The half of business success most leaders ignore: organizational health. A playbook for building it.
by Scott Keller 2011
3.91
302 ratings
Right Away and All At Once
by Greg Brenneman • 2016
Five actions that rescue a company, and why the same discipline saves your life outside work.
4.16
179
Right Away and All At Once Summary
Right Away and All At Once 94%
Five actions that rescue a company, and why the same discipline saves your life outside work.
by Greg Brenneman 2016
4.16
179 ratings
Top Performance
by Zig Ziglar • 2004
Lead yourself first, hunt for strengths, and unlock excellence: the old-school integrity playbook.
4.16
358
Top Performance Summary
Top Performance 94%
Lead yourself first, hunt for strengths, and unlock excellence: the old-school integrity playbook.
by Zig Ziglar 2004
4.16
358 ratings
HR from the Outside In
by Dave Ulrich • 2012
Six research-backed roles that make HR the business's sharpest strategic weapon.
3.94
385
HR from the Outside In Summary
HR from the Outside In 94%
Six research-backed roles that make HR the business's sharpest strategic weapon.
by Dave Ulrich 2012
3.94
385 ratings
First, Break All the Rules
by Marcus Buckingham • 1998
Stop fixing weaknesses. Select for inborn talent, define clear outcomes, and get out of the way.
3.94
42k+
First, Break All the Rules Summary
First, Break All the Rules 94%
Stop fixing weaknesses. Select for inborn talent, define clear outcomes, and get out of the way.
by Marcus Buckingham 1998
3.94
42k+ ratings
Good to Great
by Jim Collins • 2001
From 1,435 companies, 11 made the leap. The pattern was never charisma, technology, or luck.
4.12
299k+
Good to Great Summary
Good to Great 94%
From 1,435 companies, 11 made the leap. The pattern was never charisma, technology, or luck.
by Jim Collins 2001
4.12
299k+ ratings
Strategy That Works
by Paul Leinwand • 2016
Close the gap between strategy and execution: build a few signature capabilities.
3.88
275
Strategy That Works Summary
Strategy That Works 94%
Close the gap between strategy and execution: build a few signature capabilities.
by Paul Leinwand 2016
3.88
275 ratings
Great Ceos Are Lazy
by Jim Schleckser • 2016
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
4.26
393
Great Ceos Are Lazy Summary
Great Ceos Are Lazy 94%
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
by Jim Schleckser 2016
4.26
393 ratings
Amp It Up
by Frank Slootman • 2022
You're moving too slow and tolerating too much. A three-time CEO's guide to fixing both.
4.01
4k+
Amp It Up Summary
Amp It Up 94%
You're moving too slow and tolerating too much. A three-time CEO's guide to fixing both.
by Frank Slootman 2022
4.01
4k+ ratings
The Agile Culture
by Pollyanna Pixton • 2014
A diagnostic map for moving teams from fear and compliance to trust and accountability.
3.88
58
The Agile Culture Summary
The Agile Culture 94%
A diagnostic map for moving teams from fear and compliance to trust and accountability.
by Pollyanna Pixton 2014
3.88
58 ratings
Developing the Leader Within You
by John C. Maxwell • 1993
Leadership isn't a title. It's influence earned through integrity, vision, and developing others.
4.22
26k+
Developing the Leader Within You Summary
Developing the Leader Within You 94%
Leadership isn't a title. It's influence earned through integrity, vision, and developing others.
by John C. Maxwell 1993
4.22
26k+ ratings
The Meaning Revolution
by Fred Kofman • 2018
Your team is disengaged. Not because of pay. Because nobody showed them why the work matters.
4.34
604
The Meaning Revolution Summary
The Meaning Revolution 94%
Your team is disengaged. Not because of pay. Because nobody showed them why the work matters.
by Fred Kofman 2018
4.34
604 ratings
The CEO Test
by Adam Bryant • 2021
The recurring challenges that separate thriving leaders from the rest, and how to navigate them.
4.12
286
The CEO Test Summary
The CEO Test 94%
The recurring challenges that separate thriving leaders from the rest, and how to navigate them.
by Adam Bryant 2021
4.12
286 ratings
The Heart of Business
by Hubert Joly • 2021
Purpose beats profit as strategy. A CEO's playbook for winning by serving every stakeholder first.
4.23
1k+
The Heart of Business Summary
The Heart of Business 94%
Purpose beats profit as strategy. A CEO's playbook for winning by serving every stakeholder first.
by Hubert Joly 2021
4.23
1k+ ratings
Scaling Up Excellence
by Robert I. Sutton • 2014
Spread what works without crushing what's unique: the discipline of scaling excellence.
3.76
2k+
Scaling Up Excellence Summary
Scaling Up Excellence 94%
Spread what works without crushing what's unique: the discipline of scaling excellence.
by Robert I. Sutton 2014
3.76
2k+ ratings
Glue
by Anh Dao Pham • 2022
Your Gantt chart will not save you. The interpersonal skills that make projects actually finish.
4.19
155
Glue Summary
Glue 94%
Your Gantt chart will not save you. The interpersonal skills that make projects actually finish.
by Anh Dao Pham 2022
4.19
155 ratings
The Motive
by Patrick Lencioni • 2020
Strategies fail and teams check out because most leaders never wanted the job, just the title.
4.24
5k+
The Motive Summary
The Motive 94%
Strategies fail and teams check out because most leaders never wanted the job, just the title.
by Patrick Lencioni 2020
4.24
5k+ ratings
Vivid Vision
by Cameron Herold • 2019
Write what your company looks like three years from now, in detail. Alignment follows.
3.91
1k+
Vivid Vision Summary
Vivid Vision 94%
Write what your company looks like three years from now, in detail. Alignment follows.
by Cameron Herold 2019
3.91
1k+ ratings
Results Without Authority
by Tom Kendrick • 2006
Your team answers to someone else. Build control from planning and metrics, not power.
3.84
3k+
Results Without Authority Summary
Results Without Authority 94%
Your team answers to someone else. Build control from planning and metrics, not power.
by Tom Kendrick 2006
3.84
3k+ ratings
The Trust Edge
by David Horsager • 2011
Eight concrete practices that turn trust from a vague virtue into your fastest business accelerator.
3.80
500
The Trust Edge Summary
The Trust Edge 94%
Eight concrete practices that turn trust from a vague virtue into your fastest business accelerator.
by David Horsager 2011
3.80
500 ratings
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