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The Talent Revolution
by Anne Fulton • 2023
An internal talent market matches skills to work. Build one, and the talent hoarding stops.
4.52
21
The Talent Revolution Summary
The Talent Revolution 97%
An internal talent market matches skills to work. Build one, and the talent hoarding stops.
by Anne Fulton 2023
4.52
21 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 96%
Six research-backed roles that make HR the business's sharpest strategic weapon.
by Dave Ulrich 2012
3.94
385 ratings
Work Rules!
by Laszlo Bock • 2015
A data-driven blueprint for hiring, pay, and culture from Google's former head of people operations.
4.13
16k+
Work Rules! Summary
Work Rules! 96%
A data-driven blueprint for hiring, pay, and culture from Google's former head of people operations.
by Laszlo Bock 2015
4.13
16k+ ratings
Digital HR Strategy
by Soumyasanto Sen • 2020
HR is stalled in admin. The framework to turn it into a data-driven, human-centric strategy unit.
4.00
7
Digital HR Strategy Summary
Digital HR Strategy 96%
HR is stalled in admin. The framework to turn it into a data-driven, human-centric strategy unit.
by Soumyasanto Sen 2020
4.00
7 ratings
Effective Succession Planning
by William J. Rothwell • 1994
Why replacing executives isn't strategy, and the process that actually keeps organizations stable.
3.79
58
Effective Succession Planning Summary
Effective Succession Planning 96%
Why replacing executives isn't strategy, and the process that actually keeps organizations stable.
by William J. Rothwell 1994
3.79
58 ratings
Talent Management of Knowledge Workers
by Vlad Vaiman • 2010
Managing knowledge workers means managing minds, not bodies. The playbook that does it.
4.50
2
Talent Management of Knowledge Workers Summary
Talent Management of Knowledge Workers 96%
Managing knowledge workers means managing minds, not bodies. The playbook that does it.
by Vlad Vaiman 2010
4.50
2 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 96%
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
HR Unleashed!!
by Steve Browne • 2023
Move HR from admin sidelines to strategic core: a people-first roadmap for real change.
4.07
14
HR Unleashed!! Summary
HR Unleashed!! 96%
Move HR from admin sidelines to strategic core: a people-first roadmap for real change.
by Steve Browne 2023
4.07
14 ratings
The HR Scorecard
by Dave Ulrich • 2001
HR wants a strategy seat. This is the measurement system that earns it.
3.78
331
The HR Scorecard Summary
The HR Scorecard 95%
HR wants a strategy seat. This is the measurement system that earns it.
by Dave Ulrich 2001
3.78
331 ratings
Agile HR
by Natal Dank • 2020
HR as value engine: Agile methods that turn people ops from cost center to strategic partner.
4.25
80
Agile HR Summary
Agile HR 95%
HR as value engine: Agile methods that turn people ops from cost center to strategic partner.
by Natal Dank 2020
4.25
80 ratings
Data-Driven HR
by Bernard Marr • 2018
How to turn employee data into sharper hiring and better retention: the HR analytics playbook.
3.51
45
Data-Driven HR Summary
Data-Driven HR 95%
How to turn employee data into sharper hiring and better retention: the HR analytics playbook.
by Bernard Marr 2018
3.51
45 ratings
It's Not the How or the What but the Who
by Claudio Fernández-Aráoz • 2014
Credentials are yesterday's bet. The real edge is reading potential before the résumé proves it.
3.98
270
It's Not the How or the What but the Who Summary
It's Not the How or the What but the Who 95%
Credentials are yesterday's bet. The real edge is reading potential before the résumé proves it.
by Claudio Fernández-Aráoz 2014
3.98
270 ratings
People Strategy
by Jack Altman • 2021
Culture isn't a perk. It's the feedback, data, and growth path system that outperforms competitors.
3.63
167
People Strategy Summary
People Strategy 95%
Culture isn't a perk. It's the feedback, data, and growth path system that outperforms competitors.
by Jack Altman 2021
3.63
167 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
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 95%
From 1,435 companies, 11 made the leap. The pattern was never charisma, technology, or luck.
by Jim Collins 2001
4.12
299k+ ratings
Culture Wins
by William Vanderbloemen • 2018
A culture-first hiring and leadership playbook: build a workplace people refuse to leave.
3.69
534
Culture Wins Summary
Culture Wins 95%
A culture-first hiring and leadership playbook: build a workplace people refuse to leave.
by William Vanderbloemen 2018
3.69
534 ratings
The Talent Delusion
by Tomas Chamorro-Premuzic • 2017
The 80/20 rule applies to talent. Stop guessing who's in the 20 percent: data has the answer.
3.88
233
The Talent Delusion Summary
The Talent Delusion 95%
The 80/20 rule applies to talent. Stop guessing who's in the 20 percent: data has the answer.
by Tomas Chamorro-Premuzic 2017
3.88
233 ratings
Confronting Reality
by Larry Bossidy • 2004
Face the facts competitors ignore: the practice that separates survivors from the disrupted.
3.80
295
Confronting Reality Summary
Confronting Reality 95%
Face the facts competitors ignore: the practice that separates survivors from the disrupted.
by Larry Bossidy 2004
3.80
295 ratings
The Alliance
by Reid Hoffman • 2014
Companies and workers need a new pact: finite missions that build value for both sides.
3.80
3k+
The Alliance Summary
The Alliance 95%
Companies and workers need a new pact: finite missions that build value for both sides.
by Reid Hoffman 2014
3.80
3k+ ratings
A New Way to Think
by Roger L. Martin • 2022
Eight pieces of management wisdom that hold you back, and what actually works instead.
4.02
580
A New Way to Think Summary
A New Way to Think 95%
Eight pieces of management wisdom that hold you back, and what actually works instead.
by Roger L. Martin 2022
4.02
580 ratings
The Employee Experience Advantage
by Jacob Morgan • 2017
4x profit, 40% less turnover: the data behind treating employees as customers, not workers.
3.83
432
The Employee Experience Advantage Summary
The Employee Experience Advantage 95%
4x profit, 40% less turnover: the data behind treating employees as customers, not workers.
by Jacob Morgan 2017
3.83
432 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 95%
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 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
Who
by Geoff Smart • 2008
Hiring fails half the time; mistakes cost 15x salary. The system that flips the odds.
3.96
8k+
Who Summary
Who 95%
Hiring fails half the time; mistakes cost 15x salary. The system that flips the odds.
by Geoff Smart 2008
3.96
8k+ 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 95%
Stop fixing weaknesses. Select for inborn talent, define clear outcomes, and get out of the way.
by Marcus Buckingham 1998
3.94
42k+ ratings
No Rules Rules
by Reed Hastings • 2020
Rules manage mediocrity. Netflix fired adequate people, stripped controls, and discovered speed.
4.27
34k+
No Rules Rules Summary
No Rules Rules 95%
Rules manage mediocrity. Netflix fired adequate people, stripped controls, and discovered speed.
by Reed Hastings 2020
4.27
34k+ ratings
MBA in a Book
by Joel Kurtzman • 2009
The MBA condensed: why your people, not your capital, determine whether a business lasts.
3.40
87
MBA in a Book Summary
MBA in a Book 95%
The MBA condensed: why your people, not your capital, determine whether a business lasts.
by Joel Kurtzman 2009
3.40
87 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
Strategy Rules
by David B. Yoffie • 2015
Gates, Grove, and Jobs ran three very different companies. Their strategy playbook was the same.
3.82
629
Strategy Rules Summary
Strategy Rules 94%
Gates, Grove, and Jobs ran three very different companies. Their strategy playbook was the same.
by David B. Yoffie 2015
3.82
629 ratings
Artificial Intelligence for HR
by Ben Eubanks • 2022
AI takes over payroll, screening, scheduling. Your job becomes the part machines can't touch.
4.14
21
Artificial Intelligence for HR Summary
Artificial Intelligence for HR 94%
AI takes over payroll, screening, scheduling. Your job becomes the part machines can't touch.
by Ben Eubanks 2022
4.14
21 ratings
Zone to Win
by Geoffrey A. Moore • 2015
Large companies lose to disruption from structure, not blindness. The fix: four parallel zones.
3.85
1k+
Zone to Win Summary
Zone to Win 94%
Large companies lose to disruption from structure, not blindness. The fix: four parallel zones.
by Geoffrey A. Moore 2015
3.85
1k+ ratings
Change
by John P. Kotter • 2021
Two brain systems govern organizational change. Most leaders overuse one and ignore the other.
3.71
365
Change Summary
Change 94%
Two brain systems govern organizational change. Most leaders overuse one and ignore the other.
by John P. Kotter 2021
3.71
365 ratings
Agility Shift
by Pamela Meyer • 2015
Business is improv now. The playbook for leading without a script, starting with your network.
3.34
143
Agility Shift Summary
Agility Shift 94%
Business is improv now. The playbook for leading without a script, starting with your network.
by Pamela Meyer 2015
3.34
143 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
Powerful
by Patty McCord • 2018
Forget retention. The best companies are the ones people are proud to leave.
4.08
7k+
Powerful Summary
Powerful 94%
Forget retention. The best companies are the ones people are proud to leave.
by Patty McCord 2018
4.08
7k+ ratings
The Way of the HR Warrior
by Monica Frede • 2018
The six character traits that transform HR from compliance overhead into a leadership force.
3.91
43
The Way of the HR Warrior Summary
The Way of the HR Warrior 94%
The six character traits that transform HR from compliance overhead into a leadership force.
by Monica Frede 2018
3.91
43 ratings
Agile Transformation
by Neil Perkin • 2019
Run today's business while inventing tomorrow's: the dual operating system every company now needs.
4.22
27
Agile Transformation Summary
Agile Transformation 94%
Run today's business while inventing tomorrow's: the dual operating system every company now needs.
by Neil Perkin 2019
4.22
27 ratings
The Crux
by Richard P. Rumelt • 2022
Most strategy starts with goals. Real strategy starts with the one challenge worth solving.
4.17
1k+
The Crux Summary
The Crux 94%
Most strategy starts with goals. Real strategy starts with the one challenge worth solving.
by Richard P. Rumelt 2022
4.17
1k+ ratings
The Amazon Management System
by Ram Charan • 2019
The practices, from hiring to metrics, that keep Amazon sprinting while other giants slow.
4.04
399
The Amazon Management System Summary
The Amazon Management System 94%
The practices, from hiring to metrics, that keep Amazon sprinting while other giants slow.
by Ram Charan 2019
4.04
399 ratings
SUPERBOSSES
by Sydney Finkelstein • 2016
What separates leaders who produce talent from those who manage it: the answer is teachable.
3.58
1k+
SUPERBOSSES Summary
SUPERBOSSES 94%
What separates leaders who produce talent from those who manage it: the answer is teachable.
by Sydney Finkelstein 2016
3.58
1k+ ratings
Elevate
by Rich Horwath • 2013
Daily noise buries strategy. Three disciplines for staying above it and seeing what others miss.
3.71
106
Elevate Summary
Elevate 94%
Daily noise buries strategy. Three disciplines for staying above it and seeing what others miss.
by Rich Horwath 2013
3.71
106 ratings
The Strategy Book
by Max McKeown • 2012
Strategy is not a plan for the future; it is the act of inventing it. The toolkit.
3.53
430
The Strategy Book Summary
The Strategy Book 94%
Strategy is not a plan for the future; it is the act of inventing it. The toolkit.
by Max McKeown 2012
3.53
430 ratings
Fast/Forward
by Julian M Birkinshaw • 2017
Tomorrow's winners act on conviction while yesterday's leaders wait for perfect data.
3.91
74
Fast/Forward Summary
Fast/Forward 94%
Tomorrow's winners act on conviction while yesterday's leaders wait for perfect data.
by Julian M Birkinshaw 2017
3.91
74 ratings
Multipliers
by Liz Wiseman • 2010
Some leaders double team brainpower; others halve it. The gap is behavioral, not genetic.
3.99
17k+
Multipliers Summary
Multipliers 94%
Some leaders double team brainpower; others halve it. The gap is behavioral, not genetic.
by Liz Wiseman 2010
3.99
17k+ 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 94%
Eight trainable skills, not personality or IQ, separate leaders who deliver from those who stall.
by Ram Charan 2007
3.86
857 ratings
What the CEO Wants You To Know, Expanded and Updated
by Ram Charan • 2017
Learn the handful of levers that a fruit stand and a Fortune 500 both depend on.
3.88
3k+
What the CEO Wants You To Know, Expanded and Updated Summary
What the CEO Wants You To Know, Expanded and Updated 94%
Learn the handful of levers that a fruit stand and a Fortune 500 both depend on.
by Ram Charan 2017
3.88
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
Balanced Scorecard
by Robert S. Kaplan • 1996
Four metrics, one rule: run a technical team like a business by developing the people first.
3.91
6k+
Balanced Scorecard Summary
Balanced Scorecard 94%
Four metrics, one rule: run a technical team like a business by developing the people first.
by Robert S. Kaplan 1996
3.91
6k+ 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 94%
Two CEOs on why strategies fail: not the idea, but the missing follow-through.
by Larry Bossidy 2006
3.87
27k+ 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
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