Issue 122 | Published Oct. 23, 2014

Conquering the Seven Summits: High Achievement, From Mount Everest to Every Business Conquering the Seven Summits: High Achievement, From Mount Everest to Every Business
By Susan Ershler & John Waechter

Published Oct. 23, 2014 12:00 p.m. - “We don’t believe that perseverance is an intrinsic quality possessed by the fortunate few. On the contrary, we’re convinced that anyone can accomplish great feats if they summon the will required to overcome seemingly insurmountable obstacles.”
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The Entrepreneur’s Journey The Entrepreneur’s Journey
By Kevin Kruse

Published Oct. 23, 2014 12:00 p.m. - “This manifesto both celebrates and encourages entrepreneurship because we need entrepreneurs to fight the dragons that roam the globe: civil wars, extreme poverty, disease, water scarcity, domestic violence, illiteracy, and so many others. We need modern-day heroes who courageously take personal risks as they build new companies.”
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Effective Leaders Create Discomfort Effective Leaders Create Discomfort
By Marcia Reynolds

Published Oct. 23, 2014 12:00 p.m. - “The best leaders make us feel unsure of ourselves. They help us recognize that what we think is true, is not. Their reflections make us stop and think. Then their questions break down our frames. They create these disruptions with courage, care, respect, and a firm belief in our highest potential.”
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Detecting and Surviving Seven Silent Growth Killers Detecting and Surviving Seven Silent Growth Killers
By Robert Sher

Published Oct. 23, 2014 12:00 p.m. - “Many of the problems that midsized companies must deal with are not obvious. They grow out-of-sight in the dark recesses of midsized organizations, unrecognized by management in their daily routines until they emerge as full-blown crises that can threaten the present and future of the business.”
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The Growth Hacker Wake Up Call: How Growth Hacking Rewrote Marketing’s Best Practices The Growth Hacker Wake Up Call: How Growth Hacking Rewrote Marketing’s Best Practices
By Ryan Holiday

Published Oct. 23, 2014 12:00 p.m. - “It was only a matter of time before someone smart said, 'It doesn’t have to be this way. The tools of the Internet and social media have made it possible to track, test, iterate, and improve marketing ... ' That person was the first growth hacker.”
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Driving Results Through An Organizational Constitution Driving Results Through An Organizational Constitution
By S Chris Edmonds

Published Oct. 23, 2014 12:00 p.m. - “An organizational constitution outlines your team’s purpose, values, strategies, and goals. It paints a vivid picture of success, values, and behaviors. It maps out how to work from that picture each day. An organizational constitution gives employees’ jobs and roles meaning and clarity.”
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Issue 121

The Quest for True Value: An Investor’s Manifesto to Turn On, Tune In, Get High.
Sept. 24, 2014 - By: Guy Spier
121 “Our careers and financial security are a very serious and important part of our lives, but if we worry about them for every hour of our waking day our lives will be filled with much unnecessary misery. This was the first lesson that I learned when I sat down for lunch with Warren Buffett in 2008.”


Watch Your F#*k%^g Language!: Why the Analogies We Embrace Drive Success and Failure, and How to Choose Better Ones
Sept. 24, 2014 - By: John Pollack
121 “Bad analogies can deceive and distort, even without ill intent by those who make them. Good analogies can reveal fresh insights, leading to breakthroughs in understanding. The challenge is telling one from the other at the very outset.”


Working Across Cultures and Knowing When to Shut Up
Sept. 24, 2014 - By: Erin Meyer
121 “Today, we are all part of a global network where success requires navigating through wildly different cultural realities. Unless we know how to decode other cultures and avoid easy-to-fall-into cultural traps, we are easy prey to misunderstanding, needless conflict, and deals that fall apart.”


The Humble Pulpit: Leadership Lessons from Pope Francis
Sept. 24, 2014 - By: Jeffrey A. Krames
121 “Since Jorge Mario Bergoglio became Pope Francis in March of 2012, he has shown the world a new way to lead. Not with bluster or bravado, but with humility and humanity. He has, without a doubt, emerged as the most humble leader on the world stage. There isn’t even a close second.”


Work As We Know It Is Dead
Sept. 24, 2014 - By: Jacob Morgan
121 “The idea that ‘work sucks’ is engrained in almost every aspect of our professional lives. Employees aren't cogs, work should not be drudgery, and managers can no longer be slave-drivers. This isn’t a manifesto about following your passions or being happy, it’s a call to action to change and evolve our organizations to reflect the world they operate in.”



Issue 120

Improvise Your Way to Success
Aug. 20, 2014 - By: Steve Yastrow
120 “The bottom line is that no one wants to be assaulted by one-way communication (a sales pitch). Rather, customers need to be invited into two-way conversations where we can be heard and understood.”


Sell Yourself First
Aug. 20, 2014 - By: Tom Hopkins & Ben Katt
120 “People buy you first! It doesn’t matter if you’re meeting people for the first time in a social or business situation, you won’t get far unless you sell yourself first.”


Harvesting the Low-Hanging Fruit: The Easy Road to Higher Earnings
Aug. 20, 2014 - By: Jeremy Eden & Terri Long
120 “The blinding rate of innovation over the past few decades has turned yesterday’s ‘impossible’ into today’s ‘of course.’ But one area has experienced a near complete lack of innovation over that same time period: the ways executives manage ... ”


Generation We: Why Me Doesn’t Work for One and Everyone, and What We Can Do to Change It
Aug. 20, 2014 - By: Steven Smith & David Marcum
120 “Why does society tend to work in opposition to WE if WE is clearly a superior strategy? Why don’t human beings make stronger moves to get past ME ... ”


Beyond Keeping Afloat: How Established Business Can Get Breakthroughs
Aug. 20, 2014 - By: Tony Davila & Marc J. Epstein
120 “What can be done to avoid the seemingly inevitable drought of innovation that comes along with building and cementing the apparatus of an established organization? How, as an established organization, do we maintain, and perhaps even build on the successes we have achieved?”



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