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2018 books

10 lessons from the best summer reads

International bestsellers you must read to succeed

Fly! by Richard de Crespigny
Captain Richard de Crespigny became internationally famous overnight after a potentially disastrous explosion aboard QF32, the A380 he was flying in 2010.

Lesson: Ego is the enemy to teamwork. If the goal is safety, anyone in that team should be able to say stop. The nurse seeing a surgeon not washing their hands should say stop. That’s why only 50 people died in aviation last year out of 4.5 billion passenger seats. Compare this to hospitals, where accidents and errors are the third highest reason for death.

The Culture Code by Daniel Coyle
Daniel Coyle is an award-winning, New York Times-bestselling author of books on leadership and performance, including The Talent Code. Here, he discusses his latest book The Culture Code: The Secrets of Highly Successful Groups.

Lesson: It’s all about sending signals of real connection and safety. They’re called belonging cues. Successful groups send out a steady stream of signals that say we’re connected, we share a future, I care.

New Power by Jeremy Heimans And Henry Timms
Jeremy Heimans is our featured author and an expert in mobilising people. He is co-founder of political movement GetUp! and now CEO of Purpose. New York based Jeremy is also the co-author of New Power, with UK-based Henry Timms.

Lesson: New power = current. Old power = currency.   Old Power is a currency. You collect, hoard, and spend it. Hollywood producer Harvey Weinstein used old power to protect his position. New power is like a current – the #MeToo movement surges globally, but it can’t be hoarded, nor can one person control it. 

Contagious by Jonah Berger
Jonah Berger has been recognised with awards for both scholarship and teaching. He is the James G. Campbell assistant Professor of Marketing at the Wharton School at the University of Pennsylvania.

Lesson: If we’re going to share information, it has to make us look better.  Research shows we don’t just share things we like, we share things that make us look good to our peers. It’s never ‘Hey look at me, I’m at the office working on an excel sheet.’

Hooked by Nir Eyal
Formerly in the gaming and advertising industries, Nir has brought together his research of user experience, behavioral economics, and neuroscience to become an expert in “behavioural design” and has taught at the Stanford Graduate School of Business and Design School.

Lesson: Habits are a competitive advantage.  Google versus Bing studies show if you strip out the branding, there is 50/50 usage of the browsers, yet 99% use Google. Why? It’s not the best product that wins, it’s the product that captures the monopoly of habit.

Radical Candour by Kim Scott
A former Google and Apple executive, Kim Scott is a CEO coach who now runs her own company,  The company provides software and training to organisations to help create better bosses.

Lesson: Focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Build An A Team by Whitney Johnson
The Growth Faculty is bringing Whitney Johnson to Australia in 2019. Members of The Growth Faculty get discount ticket pricing at Building High Performance Teams, featuring Patrick Lencioni, Whitney Johnson, and Kevin N. Lawrence. 

Lesson: To build an "A" team, you have to disrupt your team. Humans are learning machines, we like to learn new things, and when we master them, we like to start all over again. A team feeling engaged and challenged at work is more likely to innovate. 

Blue Ocean Shift by W.Chan Kim and Renée Mauborgne
W. Chan Kim and Renée Mauborgne are Professors of Strategy at INSEAD, one of the world’s top business schools, and co-directors of the INSEAD Blue Ocean Strategy Institute in Fontainebleau, France.

Lesson: Shift from red oceans of bloody competition to blue oceans of new market space. Three key components are needed: having the right perspective, a clear roadmap with market-creating tools, and building people’s confidence at every level to drive and own the process.

Great at Work by Morten T. Hansen
Morten T. Hansen is a management professor at University of California, Berkeley. As well as Great at Work, he is the coauthor (with Jim Collins) of the New York Times bestseller Great by Choice.

Lesson: Passion is not enough. Top performers in Hansen's study did follow their passions. But as our data showed, that wasn’t enough. In fact, some people who followed their passion exclusively ended up in misery. The best performers did something else: they infused both passion and a sense of purpose into their jobs.

Your Oxygen Mask First by Kevin Lawrence
Kevin Lawrence has worked with hundreds of CEOs over 20 years. He is a Coach Emeritus with Gazelles, and a key contributor to the book Scaling Up (mastering the Rockefeller Habits 2.0).

Lesson: Give up some control.  A leader’s job, he says, is to train your team how to think for themselves. “Your ego loves to answer questions and solve problems, but you’re doing yourself and your team a major disservice if this is how you spend your days.” 

When by Daniel Pink 
Daniel H. Pink, the #1 bestselling author of Drive and To Sell Is Human,and When, a New York Times, Wall Street Journal, USA Today, Washington Post, and Publishers Weekly bestseller.

Lesson: Answer emails quickly. If you want to be perceived as an effective manager, answer colleagues’ email promptly, since Pink's research shows e-mail response time is the single best predictor of whether employees are satisfied with their boss. 

Daring Greatly and Dare to Lead by Dr. Brené Brown
Dr. Brené Brown is a research professor who has spent the past two decades studying courage, vulnerability, shame, and empathy. Her speech on the subject is in the top 5 most downloaded TED talks. 

Lesson: Power becomes infinite when we share it. Effective leaders hold themselves accountable for recognising the potential in people and ideas, and developing that potential. It requires is a commitment to doing bold work, having tough conversations and showing up with our whole hearts.

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