A detailed account of a unit of the 101st Airborne Division's 502nd Infantry Regiment, "the Black Heart Brigade." Deployed in 2005 to Iraq's “Triangle of Death,” the Black Hearts found themselves in a particularly dangerous area at a very dangerous time. The stress of almost daily attacks and high casualties, combined with a chronic breakdown in leadership, allowed members of one platoon to descend into indiscipline, substance abuse, and brutality. Four 1st Platoon soldiers would perpetrate a heinous crime; the rape of a fourteen-year-old girl and the cold-blooded execution of her family. This book provides important lessons regarding the imperative of ethical leadership, especially within the hard realities of combat, where all must uphold standards and instill discipline.

Why do you do what you do? Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers might have little in common, but they all started with "why." It was their natural ability to start with "why" that enabled them to inspire those around them and to achieve remarkable things.

In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way -- and it's the complete opposite of what everyone else does. Sinek calls this powerful idea "The Golden Circle," and it provides a framework upon which organizations can be built, movements can be lead, and people can be inspired. And it all starts with "why."

Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. "Why" is not money or profit-- those are always results.

Why does your organization exist? Why does it do the things it does? Why do customers really buy from one company or another? Why are people loyal to some leaders, but not others?

Starting with "why" works in big business and small business, in the nonprofit world and in politics. Those who start with "why" never manipulate, they inspire. And the people who follow them don't do so because they have to; they follow because they want to.

Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.

In an ever-changing world where transparency is now considered the norm, ‘how’ you get things done is just as important as what you get done. Drawing from a wide range of studies, anecdotes, and research, Dov Seidman shows why 'how' is so important and why our increased focus on 'how' shows us much about ourselves and our own sense of what's right and wrong.Through entertaining anecdotes, case studies, research in a wide range of fields, and interviews with a diverse group of leaders, business executives, experts, and everyday people, this book explores how we think, how we behave, how we lead, and how we govern our institutions and ourselves to uncover the values-inspired "hows" of twenty-first-century success and significance. In the Army Profession, “how “ we do things is with discipline and to standards.

In January 2007, President George W. Bush announced a new strategy for Iraq, that became known as "the surge." Among those called to carry it out were the young, optimistic soldiers of the 1st Infantry Division’s 2-16 Infantry Battalion, nicknamed the “Rangers”. Working in a vicious area of Baghdad, they decided that they would make a difference. Fifteen months later, these soldiers returned home—forever changed. This chronicle of their tour is gripping, devastating, and deeply illuminating. Pulitzer Prize-winning reporter David Finkel has produced a vivid work—not just about the Iraq War, but about the courage and discipline of Soldiers.

In War Sebastian Junger gives in depth insight into the reality of armed conflict— the fear, the honor and the trust among Soldiers. His on-the-ground account follows one platoon through a 15-month tour of duty in the most dangerous outpost in Afghanistan's Korengal Valley. Through the experiences of these young Soldiers at war, he shows what it means to fight, to face mortal fear and danger, to do ones duty with discipline and to standards.

An easy-to-read and informative pamphlet that describes the many missions the U.S. Army has performed over the course of its history. The booklet covers America’s wars as well as the Army’s many operations other than war, including occupation, peacekeeping, nation building, exploration, civil administration, scientific research, and humanitarian relief. This pamphlet is a valuable introduction to American military history for all Army professionals.

The novel follows Lt. Col. Pierre Raspeguy, who must transform a military unit accustomed to conventional warfare into one that can handle the more complex, dynamic challenge of defeating an insurgency. The centurions of the title refer to Raspeguy's band of French soldiers, but the term harkens back to the Roman officers who fought at the periphery while the Empire crumbled internally, paralyzed by intense political infighting.

This training circular is meant to be a reference for subjects in which all Soldiers must maintain proficiency, regardless of rank, component, or military occupational specialty (MOS).

This pamphlet provides guidance on Noncommissioned Officer professional development programs for each of the Army's military occupational specialties.

An essential reference work on what is required for leaders to effectively train soldiers and units. Lt. General (Ret.) Collins underlines the paramount importance of disciplined and well-trained units to achieving mission success. He notes some of the misconceptions about training and then provides a viable program for how to better train yourself and your Soldiers and Civilians. By emphasizing the fundamentals of discipline, effective maintenance services, safety, physical fitness, caring for Soldiers, quality personnel administration, realistic training, and the critical role of commanders, he provides a paradigm for all leaders who are entrusted with the professional development of the ultimate guardian of our freedom - the American Soldier.

This book considers a key aspect of the moral-ethical domain of military expertise, as Dan Ariely challenges our preconceptions about ourselves as honest people. The author shows how our personal and professional practices can pave the way for unethical behaviors, intentional or not. He examines how these practices affect us and those around us, even as we consider ourselves to live by high moral and ethical standards. He also addresses the goal of being honest and shows how we can develop ourselves and others to live by the values we affirm. This work will help us understand ourselves. As Plato taught, the essence of knowledge is self-knowledge and this book is filled with helpful knowledge (and humor). Ariely’s examination of the mechanisms that guide our moral compass and how these impact our abilities and decisions, have particular relevance to us as members of the Army Profession, both personally and professionally. It underscores the importance of truly living our Army Values and that to preserve trust in ourselves and our organizations, we must work to positively shape and maintain our character every day.

This book assesses a number of subjects within the political-cultural domain of military expertise of concern to members of the Army Profession. To be effective professionals requires a broad understanding of the issues that Friedman and Mandelbaum examine. They consider America’s challenges in an era of globalization, such as the revolution in information technology, chronic deficits, and energy consumption. They also offer some possible prescriptions for how we might cope successfully, and why we must be innovative and strive to excel to fulfill America’s potential. This book should provoke thought and discussion among Army professionals.

Narcissism, an inflated sense of self, is an indicator that members of the Army Profession should evaluate in ourselves, our soldiers, our civilians, and our organizations within the domain of human development. The authors provide a revealing and alarming analysis of narcissistic trends in American culture. They examine this exaggerated self image as manifested in feelings of entitlement, overconfidence and taking advantage of others. This personality trait can ultimately lead people to become detached, lonely and depressed. The negative effects of this tendency for individuals and unit culture can be devastating. The ability to effectively identify and address these tendencies can be critical to both individual and unit resiliency. This book therefore offers insight into how we can maintain the health of the force. As professionals, it also reminds us that humility is an important measure of our character.

This is a book that focuses on some of the forms of trust. Vice Admiral (Ret.) Stockdale and his wife Sybil describe their personal experiences during his many years of captivity as a POW in North Vietnam. Woven through the book are threads about trust in oneself and others to do the right thing, to persevere, to be a person of character, as well as trust in one’s training, and our government. As the senior American POW Admiral Stockdale trusted other POWs to do the right thing, to take care of each other, to trust in themselves, and in their faith. This is a book about many relationships and the trust they engender.

Field Marshall Slim, Viscount of Burma, emphasizes the idea that it is trust among soldiers in the field that wins battles. This is an excellent account of how Viscount Slim managed to restore morale and discipline in an army that was defeated and humiliated in South-East Asia in 1943. He recounts how the British army was rebuilt by establishing a framework for trust and then provided the needed training and logistics so that the soldiers could get on with their business and defeat the enemy.

The authors analyze six disciplines and practices that strengthen a leader's capacity for developing and sustaining credibility: discovering yourself; appreciating constituents and their diversity; affirming shared values; developing capacity; serving a purpose; and sustaining hope. The work provides some useful suggestions for harnessing the tremendous power of trust within our organizations. The authors discuss how leaders can reinforce shared values; show appreciation by listening and understanding others’ perceptions; and solicit feedback. Demonstrating trust can encourage greater initiative, risk-taking, and productivity, and enhances our ability to accomplish the mission.

Brookhiser examines Washington’s life to instruct us in leadership. He looks at Washington’s three successful executive careers as General, President, and businessman. He explains how Washington maximized his strengths and overcame his flaws, and inspires us to do likewise. At each stage in his career, Washington had to deal with changing circumstances, from running his farm to geopolitics, and he understood how to gain the trust of wildly different classes of men, from frontiersmen to aristocrats. This work shows how one man’s struggles and successes 200 years ago is a model for leaders today.

The third edition of this best-selling book provides additional material that has made it so popular: additional new interviews, updated data and statistics, and new chapters dealing with character building. Containing interviews with individuals from all walks of life, this book teaches by example: from the board room to a single mother working as a medical secretary by day and moonlighting as a waitress, from military leaders to the basketball court at Duke University, and from how one CEO handled the receipt of confidential financial data of a competitor to a physician who uncovered the truth that a wonder drug was actually lethal with children...this book presents a wonderful series of role models for any of us. The consequences of neglect for character development are manifest at every level of leadership and management (from the loading docks to the boardrooms). The objective evidence is compelling... -- ethics are essential for successful, enduring enterprise. Commerce and industry of all kinds thrive and prosper on the basis of trust, respect, and integrity. Everyone -- everywhere.

For the first time in history, the capabilities of the U.S. military far outstrip those of any potential rival, either singly or collectively, and this reality raises fundamental questions about its role, nature, and conduct. The Moral Warrior explores a wide range of ethical issues regarding the nature and purpose of voluntary military service, the moral meaning of the unique military power of the United States in the contemporary world, and the moral challenges posed by the "war" on terrorism.

Jack Jacobs was acting as an advisor to the South Vietnamese when he and his men came under devastating attack. Wounded, 1st Lt. Jacobs took command and withdrew the unit, returning again and again, saving fourteen lives for which he received the Medal of Honor.

Col. Jacobs tells his stirring story of heroism, honor, and the personal code by which he has lived his life, and expounds with blunt honesty and insight his views on our contemporary world, and the nature and necessity of sacrifice. If Not Now, When? is a compelling account of a unique life at both war and peace, and the all-too-often unexamined role of the citizenry in the service and defense of the Republic.

Fateful turns, choices and escapes from certain death dominate this captivating story of the most compelling figures of the Revolutionary War. When General George Washington appointed Benedict Arnold military commander of the Philadelphia region, military historian Palmer argues, he was not only making one of the worst personnel decisions of his career, but was also creating the conditions for the "Traitor of America" to commit his crime. Stark contrasts and similarities between two men show how their choices informed their destiny. The son of an alcoholic, Arnold became a wealthy merchant before he took up arms against the British, but distinguishing himself on the battlefield was not enough to earn Arnold the prestige he perpetually sought. Washington, who grew up on a tranquil farm, was the beneficiary of guidance from influential figures and was groomed to be a leader. Palmer has a talent for building momentum and suspense, but his most skilled turn is as profiler of the military comrades who would later be foes. Together they illustrate in stark contrast the two sides of service, honorable and otherwise.

Tom Clancy focuses on the Army and General Frederick M. Franks, Jr. the general who helped smash Iraq in the Gulf War. In this first volume of a series on the intricacies of military command, Clancy traces the organizational success story of the U.S. Army's rise from the slough of Vietnam to the heights of victory in the Persian Gulf. In the early 1970s, the Army lacked proper discipline, training, weapons, and doctrine - all these would be overhauled in the next 15 years. The art of maneuver warfare is explored incisively and in rich, provocative detail. Clancy and General Franks take us inside the war councils and command posts and up to the front lines. But the book truly sparkles when Franks tells his story of his years of honorable service to the Nation. Franks, who lost a foot in the invasion of Cambodia, is a man of great courage, thoughtfulness, integrity and humility.

J. Glenn Gray entered the army as a private in May 1941, having been drafted on the same day he was informed of his doctorate in philosophy from Columbia University. He was discharged as a second lieutenant in October 1945, having been awarded a battlefield commission during fighting in France. Gray saw service in North Africa, Italy, France, and Germany in a counter-espionage unit. Fourteen years after his discharge, Gray began to reread his war journals and letters in an attempt to find some meaning in his wartime experiences. The result is The Warriors, a philosophical meditation on what warfare does to us, and an examination of the reasons soldiers act as they do. Gray explains the attractions of battle—the adrenaline rush, the esprit de corps—and analyzes the many rationalizations made by combat troops to justify their actions. In the end, Gray notes, “War reveals dimensions of human nature both above and below the acceptable standards for humanity.”

General Marshall is an exemplar of principled leadership combined with getting things done right on a grand scale for the Army and the Nation. Nelson tells us that, “The notion of efficiency was for Marshall inseparable from that of professionalism, responsibility, and stewardship.” Through his superb leadership and interpersonal skills, he “profoundly expanded…trust and confidence in his stewardship.” This study covers “his pre-World War II service as Army Chief of Staff, 1939-41, and is as inspirational as it is illustrative. Marshall began his tour of duty at a time when the Army was isolated politically and institutionally, when it was profoundly undermanned and poorly equipped, and when the prospects for improving this dismal situation were far from encouraging. In the ensuing 2 1/2 years, the Army's posture changed dramatically for the better, largely through Marshall's Herculean efforts to prepare for the kind of war he saw threatening on the horizon. In effect, he 'reconstituted' the Army.” “Marshall's contributions were no accident of history. They resulted from the exercise of effective strategic leadership, consciously and consistently applied across a broad spectrum of activities and interests. This study analyzes the nature and effects of that leadership and captures the magnitude of Marshall's achievements as a strategic leader.”

The foreword tells us “Stewardship was a provocative, even revolutionary, book when the first edition was published twenty years ago, and it remains as relevant and radical today as it was then. We still face the challenge of fostering ownership and accountability throughout our organizations. Despite all the evidence calling for profound change, most organizations still rely on patriarchy and control as their core form of governance. The result is that they stifle initiative and spirit and alienate people from the work they do. “Stewardship,” Block writes, “means giving people…choice over how to serve…. It is the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those around us.” He has added new material including a chapter on “stewardship for the common good” that shows how the principles in the book apply not just to individuals and organizations but also to communities and to society in general.

General Gordon Sullivan’s Foreword tells us that, “To those who have heard of him, Fox Conner’s name is synonymous with mentorship. He is the 'grey eminence' within the Army whose influence helped to shape the careers of George Patton, George Marshall and, most notably, President Eisenhower. Most of what is known about Conner comes from stories about his relationship with Eisenhower. Despite a distinguished military career that spanned four decades, Conner’s life and his service to the Army and the nation are revealed primarily through passing references in the memoirs of other great men. A study of Conner’s life and his method for identifying talented subordinates and developing them for future strategic leadership positions offers contemporary readers a highly salient example to emulate. The portrait that emerges provides a four-step model for developing strategic leaders that still holds true today. First and foremost, Conner became a master of his craft through a process of personal and professional selfdevelopment as a lifelong learner. Second, he recognized and recruited talented subordinates. Third, he encouraged and challenged those protégés to develop their strengths and overcome their weaknesses. Finally, he wasn’t afraid to break the rules of the organization to do it.

Start with Humility shares stories about humility and leadership, two concepts that are not often seen together. When they are together, the result is care for people, concern for stockholders, and true leadership. Humble people are some of the best leaders because they just go do it!

This book "discusses the true meaning of humility, and why it is a key to successful leadership. It describes the characteristics of humble leaders, and tells the stories of five individuals who have succeeded as humble leaders,” in the private and public sectors, including the military. Each chapter includes leadership lessons, a leadership selfassessment, and leadership actions that you can write down and implement to bring out the best in your people. The coaching tips, real-world examples and self-assessment exercises, provide practical assistance in making the journey from management to leadership."

This is a, ”memoir/meditation on crossing the border between the civilian world of literature and the world of the military during 10 years of teaching English at West Point. Among the issues Samet considered are “the link between literature and war, (as she) insightfully explores how Vietnam fiction changed American literary discourse about the heroism of military service; how televised accounts of the Iraq War have turned American civilians into war's insulated voyeurs; and the gap separating her from the rest of the audience watching a documentary on Iraq." "What’s the difference, ma’am? I’ll be in Iraq within a year anyway," contends a cadet in (Dr.) Samet’s English class. Soldier’s Heart responds by making a graceful, compelling case that reading forces her students to slow down and reflect on such timeless themes as courage, honor, and sacrifice, which results in better, more thoughtful soldiers….It is her sketches of students and colleagues that stand out, however, as she challenges stereotypes and provides a moving tribute to these proud, admirable men and women. By demonstrating that reading has an important place in the military, she makes a strong case for its value in civilian life as well.” This is a guide not to stewarding resources or military expertise, but rather stewarding the education of the mind, heart and soul of our Soldiers and leaders. (excerpted from Publishers Weekly and Bookmarks Magazine reviews).

There is no better example in American history of why character counts. Washington realized the importance of virtue and character, even as a young man. He assiduously studied and sought to apply The Rules of Civility & Decent Behavior in Company and Conversation. He must have realized the connection between comportment and character formation. Acting with dignity yields dignity. Beck points out that these “rules” are much more than “a simple grab bag of table manners….when taken together, these often ordinary watchwords fashioned an extraordinary mosaic that spoke of consideration toward others and modesty regarding self.” Washington zealously guarded his reputation, but at the same time, he repeatedly put the needs of his country, before his own. Putting others before self is humility. The book asks what might have happened had Washington not been who he was. The most powerful illustration of this is in the chapters covering the Newburgh Conspiracy. In the end, it would come down to the faith his men had in Washington’s character and reputation. Neither good character nor good reputation are attained over night. Fortunately for millions of Americans and countless millions more around the world, Washington had dedicated his life to perfecting his character and reputation. Being George Washington was written to show the difference character makes, and to illustrate, by example, how to live a life of integrity, dignity and worth. (excerpted from What Would the Founders Think?)

Humanity is more than a moral history. It focuses on understanding the moral psychology that prevents or enables human agents to commit war crimes and political atrocities. It uses case studies to discuss Nietzsche, Hiroshima, tribal genocide in Rwanda, Stalinism, Nazism, and My Lai which may be particularly challenging for Army leaders. Glover observes that the last 100 years were perhaps the most brutal in all history, but that barbarism is not unique to the twentieth century. Technology has made a huge difference, but psychology has remained the same--and this is what Glover seeks to examine. Humanity is fundamentally a book of philosophy, bringing ethics and history together. Glover’s announced goal is "to replace the thin, mechanical psychology of the Enlightenment with something more complex, something closer to reality." At one level, Humanity is a book of remembrance. But it's more than that: it's also an attempt to understand what it is in the human mind that makes moral disaster always loom--and a prayer that this aspect of our psychology might be better controlled. (excerpted from John J. Miller’s Amazon review). It is a great example of top notch moral philosophy written in a way that most should find understandable. He focuses the book on arguing how institutions foster or undermine moral action. Basically, the book could be read as a study on how to steward our values and honorable service.

An essential reference work on what is required for leaders to effectively train soldiers and units. Lt. General (Ret.) Collins underlines the paramount importance of disciplined and well-trained units to achieving mission success. He notes some of the misconceptions about training and then provides a viable program for how to better train yourself and your Soldiers and Civilians. By emphasizing the fundamentals of discipline, effective maintenance services, safety, physical fitness, caring for Soldiers, quality personnel administration, realistic training, and the critical role of commanders, he provides a paradigm for all leaders who are entrusted with the professional development of the ultimate guardian of our freedom - the American Soldier.

Scandals in business and politics are the lead stories on the national news. Aside from public outrage, not much has changed. This is because the power to change does not come from information, but from modeling and practicing the learnable behaviors of courage. Many of us tolerate unethical acts, emotional abuse, and routine moral weakness. At work, we look away from character failings, tolerate ethical compromises, avoid conflict, and feel stuck in moral gridlock. Yet studies show that ethical businesses profit more in the long term and that morally courageous leaders inspire their organizations toward sustained success. In other words, integrity and character drive profits. In "Courage," Gus Lee captures the essential component of leadership in measurable behaviors. Using actual stories from Whirlpool, Kaiser Permanente, IntegWare, WorldCom, and other organizations, Lee shows how highly successful executives face and overcome their fears to develop "moral intelligence." These real-world examples offer practical lessons for rooting out unethical practices and behaviors by Assessing them for rightness and integrity Addressing moral failures Following through with dialogue and direct action An award-winning leader, teacher, and ethicist, two-time Army Meritorious Service Medal recipient, four-time corporate whistleblower, former VP, senior executive, and paratrooper, Gus Lee has experienced firsthand the power and benefits of moral courage and shares them in this book.

The message of this slim volume is simple: the two strands of a unit's technical competence and its moral compass are equally critical, with the moral health reflected in the actions and words of our junior leaders possibly more important to combat effectiveness - especially in the insurgent environment, where the war is waged and won at the small unit level and the target is not the insurgent, but the trust and support of the local population.

Couch presents his thesis through a rational and highly readable discourse on the process of building and maintaining integrity and a culture of moral strength in the Army, Marine Corps, and SOF. While maintaining that the great majority of our forces are highly motivated and morally well grounded, he acknowledges that there have been instances of extremely bad behavior that undermine and subvert efforts to maintain discipline and support right conduct in critical operations in the insurgent environment. Couch identifies a phenomenon that we have all seen firsthand or been aware of: an aggressive and proficient natural leader hijacks or pirates a group within the unit to his own ends, subverting its effectiveness and corrupting its values. The framework of this discourse is to understand why this happens and to ensure that training and leadership within these units address the problem and redress its effects.

This anthology brings together material on two major related topics: the military profession, and morality and war. The revised and updated edition retains those sections that made the original version indispensable in the classroom, while incorporating new selections on topics of special concern for the 1980s and beyond. In particular, Colonel Wakin has included essays focusing on the relevance of nuclear deterrence and just war theory in the nuclear age. More than a third of the chapters are new. The articles in the first section stress the ethical dimensions of the military profession, considering topics such as the conflict between military values and societal norms, the relation of the military to the state, and the concepts of loyalty, honor, and integrity. New chapters include an essay by Vice Admiral James B. Stockdale suggesting how moral philosophy can serve the profession, contemporary commentaries on the profession by Jacques Barzun and Max Lerner, and new thoughts on ethics and leadership by Colonel Wakin. The essays in Part 2 confront the agonizing moral issues associated with warfare, especially modern warfare. In conjunction with discussions of the laws of war and war crimes, new chapters highlight the continuing debate on nuclear issues. Included are excerpts from the U.S. Catholic Bishops' pastoral letter, The Challenge of Peace: God's Promise and Our Response; a defense of pacifism by Stanley Hauerwas; arguments about the use of nuclear weapons and nuclear deterrence by Michael Walzer, Michael Novak, and Charles Krauthammer; and some moral reflections on the Strategic Defense Initiative (Star Wars) by Kenneth Kemp.

Since it's original publication nine years ago, Leadership and Self-Deception has become an international word-of-mouth phenomenon. The book's central insight -- that the key to leadership lays not in what we do, but in who we are -- has proved to have powerful resonances not only for organizational leadership, but in readers' personal lives as well. Leadership and Self-Deception uses an entertaining story about an executive facing challenges at work and at home to expose the precise psychological processes that conceal our true motivations and intentions from us and trap us in a "box" of endless self-justification. Most importantly, the book shows us the way out. Drawing on the extensive correspondence they're received over the years the authors have added a section that outlines the many ways that readers have been using Leadership and Self-Deception, focusing on five specific areas: hiring, teambuilding, conflict resolution, accountability, and personal growth and development.

A fascinating journey into the hidden psychological influences that derail our decision-making, Sway will change the way you think about the way you think. Why is it so difficult to sell a plummeting stock or end a doomed relationship? Why do we listen to advice just because it came from someone "important"? Why are we more likely to fall in love when there's danger involved? In Sway, renowned organizational thinker Ori Brafman and his brother, psychologist Rom Brafman, answer all these questions and more. Drawing on cutting-edge research from the fields of social psychology, behavioral economics, and organizational behavior, Sway reveals dynamic forces that influence every aspect of our personal and business lives, including loss aversion (our tendency to go to great lengths to avoid perceived losses), the diagnosis bias (our inability to reevaluate our initial diagnosis of a person or situation), and the "chameleon effect" (our tendency to take on characteristics that have been arbitrarily assigned to us). Sway introduces us to the Harvard Business School professor who got his students to pay $204 for a $20 bill, the head of airline safety whose disregard for his years of training led to the transformation of an entire industry, and the football coach who turned conventional strategy on its head to lead his team to victory. We also learn the curse of the NBA draft, discover why interviews are a terrible way to gauge future job performance, and go inside a session with the Supreme Court to see how the world's most powerful justices avoid the dangers of group dynamics. Every once in a while, a book comes along that not only challenges our views of the world but changes the way we think. In Sway, Ori and Rom Brafman not only uncover rational explanations for a wide variety of irrational behaviors but also point readers toward ways to avoid succumbing to their pull.

In his landmark bestseller The Tipping Point, Malcolm Gladwell redefined how we understand the world around us. Now, in Blink, he revolutionizes the way we understand the world within. Blink is a book about how we think without thinking, about choices that seem to be made in an instant-in the blink of an eye-that actually aren't as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts and win, while others end up stumbling into error? How do our brains really work-in the office, in the classroom, in the kitchen, and in the bedroom? And why are the best decisions often those that are impossible to explain to others. In Blink we meet the psychologist who has learned to predict whether a marriage will last, based on a few minutes of observing a couple; the tennis coach who knows when a player will double-fault before the racket even makes contact with the ball; the antiquities experts who recognize a fake at a glance. Here, too, are great failures of "blink": the election of Warren Harding; "New Coke"; and the shooting of Amadou Diallo by police. Blink reveals that great decision makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of "thin-slicing"-filtering the very few factors that matter from an overwhelming number of variables.

Born into hardscrabble poverty in rural Kansas, the son of stern pacifists, Dwight David Eisenhower graduated from high school more likely to teach history than to make it. Casting new light on this profound evolution, Eisenhower chronicles the unlikely, dramatic rise of the supreme Allied commander.

With full access to private papers and letters, Carlo D'Este has exposed for the first time the untold myths that have surrounded Eisenhower and his family for over fifty years, and identified the complex and contradictory character behind Ike?s famous grin and air of calm self-assurance.

Unlike other biographies of the general, Eisenhower captures the true Ike, from his youth to the pinnacle of his career and afterward.

Welcome to the world of the noncommissioned officer, the ultimate in hands-on, front-line leadership: the three meter zone where the work of the soldier occurs. During peacetime, the noncommissioned officer (NCO) trains the troops and provides the single most important example of what it takes to be a soldier. During war, NCOs storm the ramparts, leading their soldiers in combat. Many books have been written by officers, especially senior flag officers, on the demands of high command and what it takes to lead armies. Fewer are the books by junior level, company grade officers, on small unit leadership. Virtually absent are studies of leadership by those for which it is an imperative, every moment thing. In The Three Meter Zone we finally have a full fledged study of leadership for NCOs, by an NCO.

In the inspirational tradition of 'The road less traveled', 'The seven habits of highly effective people' is a holistic, integrated approach to solving personal and professional problems by becoming principle-centered. This is a revolutionary guidebook to achieving peace of mind within and building trust without by seeking the roots of human behavior in character and by learning principles rather than merely practices. With pointed anecdotes and penetrating insights, Stephen R. Covey - leading management consultant and author of best-selling spiritual books - reveals how our actions follow from who we are. He shows how we can end self-defeating behavior at home and at work by adopting the 'Seven Habits of Highly Effective People'. Covey shows how these habits are not a 'quick fix' but rather a step-by-step way to the principles of fairness, integrity, honesty, and human dignity that give us the security to adapt to change in our family and business lives - as well as the wisdom and power to take advantage of the opportunities such change creates.

In this groundbreaking book, Tim Harford, the Undercover Economist, shows us a new and inspiring approach to solving the most pressing problems in our lives. When faced with complex situations, we have all become accustomed to looking to our leaders to set out a plan of action and blaze a path to success. Harford argues that today's challenges simply cannot be tackled with ready-made solutions and expert opinion; the world has become far too unpredictable and profoundly complex. Instead, we must adapt.

Deftly weaving together psychology, evolutionary biology, anthropology, physics, and economics, along with the compelling story of hard-won lessons learned in the field, Harford makes a passionate case for the importance of adaptive trial and error in tackling issues such as climate change, poverty, and financial crises' as well as in fostering innovation and creativity in our business and personal lives.

Taking us from corporate boardrooms to the deserts of Iraq, Adapt clearly explains the necessary ingredients for turning failure into success. It is a breakthrough handbook for surviving, and prospering, in our complex and ever-shifting world.

Karen Reivich and Andrew Shatte. Resilience is a crucial ingredient -perhaps the crucial ingredient-to a happy, healthy life. More than anything else, it's what determines how high we rise above what threatens to wear us down, from battling an illness, to bolstering a marriage, to carrying on after a national crisis. Everyone needs resilience, and now two expert psychologists share seven proven techniques for enhancing our capacity to weather even the cruelest setbacks. The science in The Resilience Factor takes an extraordinary leap from the research introduced in the bestselling Learned Optimism a decade ago. Just as hundreds of thousands of people were transformed by "flexible optimism," readers of this book will flourish, thanks to their enhanced ability to overcome obstacles of any kind. Karen Reivich and Andrew Shatte are seasoned resilience coaches and, through practical methods and vivid anecdotes, they prove that resilience is not just an ability that we're born with and need to survive, but a skill that anyone can learn and improve in order to thrive. Readers will first complete the Resilience Questionnaire to determine their own innate levels of resilience. Then, the system at the heart of The Resilience Factor will teach them to: cast off harsh self-criticisms and negative self-images; navigate through the fallout of any kind of crisis; cope with grief and anxiety; overcome obstacles in relationships, parenting, or on the job; achieve greater physical health; and bolster optimism, take chances, and embrace life. In light of the unprecedented challenges we've recently faced, there's never been a greater need to boost our resilience.

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
Foryears, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

• Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
• The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
• A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
• The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

"Some of the key concepts discerned in the study," comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people."

Perhaps, but who can afford to ignore these findings?

Former army ranger Nate Self, a hero from the Robert's Ridge rescue in Afghanistan, tells his whole story-from the pulse-pounding battle in the mountains of Afghanistan to the high-stakes battle he has waged against post traumatic stress disorder. This book will become a go-to book for understanding the long-term effects of the war on terror. Thousands of families are fighting this battle, and Nate opens up his life-including his successes, tragedies, struggles with thoughts of suicide-to show how his faith and his family pulled him through. Includes 8 pages of color photos.

In a nutshell:

• Excellent book for military familes trying to cope with the family pressures of a soldier's active duty.
• Inspirational book for a soldier struggling with post traumatic stress disorder.
• Helps readers understand the importance of faith in dealing with the war.
• An up-close-and-personal account of the war on terror; and the story of one soldier's faith.
• An insider's account of Robert's Ridge Rescue in Afghanistan.

Why do only a few people get to say “I love my job”? It seems unfair that finding fulfillment at work is like winning a lottery; that only a few lucky ones get to feel valued by their organizations, to feel like they belong.

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled.

This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things.

In his travels around the world since the publication of his bestseller Start with Why, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives were offered, were doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general.

“Officers eat last,” he said.

Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What’s symbolic in the chow hall is deadly serious on the battlefield: great leaders sacrifice their own comfort—even their own survival—for the good of those in their care.

This principle has been true since the earliest tribes of hunters and gatherers. It’s not a management theory; it’s biology. Our brains and bodies evolved to help us find food, shelter, mates and especially safety. We’ve always lived in a dangerous world, facing predators and enemies at every turn. We thrived only when we felt safe among our group.

Our biology hasn’t changed in fifty thousand years, but our environment certainly has. Today’s workplaces tend to be full of cynicism, paranoia and self-interest. But the best organizations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety that separates the security inside the team from the challenges outside.

The Circle of Safety leads to stable, adaptive, confident teams, where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities.

As he did in Start with Why, Sinek illustrates his ideas with fascinating true stories from a wide range of examples, from the military to manufacturing, from government to investment banking.

The biology is clear: when it matters most, leaders who are willing to eat last are rewarded with deeply loyal colleagues who will stop at nothing to advance their leader’s vision and their organization’s interests. It’s amazing how well it works.