Business & Economics

In this age of economic recession and financial uncertainty, the patented Peters approach to business and management—no-nonsense, witty, down-to-earth, insightful—is more pertinent now than ever. As essential for small-business owners as it is for the heads of major corporations, The Little Big Things is a rousing call-to-arms to American business to get “back to the basics” of running a successful enterprise.

America’s leadership expert teaches that if your life in any way connects with other people, you are an influencer. Whatever your vocation or aspiration is, you can increase your impact with Maxwell’s simple, insightful ways to interact more positively with others. Watch your personal and organizational success go off the charts!

In the heart of the Scientific Revolution, when new theories promised to explain the affairs of the universe, Britain was broke, facing a mountain of debt accumulated in war after war it could not afford. But that same Scientific Revolution—the kind of thinking that helped Isaac Newton solve the mysteries of the cosmos—would soon lead clever, if not always scrupulous, men to try to figure a way out of Britain’s financial troubles.

Enter the upstart leaders of the South Sea Company. In 1719, they laid out a grand plan to swap citizens’ shares of the nation’s debt for company stock, removing the burden from the state and making South Sea’s directors a fortune in the process. Everybody would win. The king’s ministers took the bait—and everybody did win. Far too much, far too fast. The following crash came suddenly in a rush of scandal, jail, suicide, and ruin. But thanks to Britain’s leader, Robert Walpole, the kingdom found its way through to emerge with the first truly modern, reliable, and stable financial exchange.

Thomas Levenson’s Money for Nothing tells the unbelievable story of the South Sea Bubble with all the exuberance, folly, and the catastrophe of an event whose impact can still be felt today.

So often in life, we get stuck in a cycle of response. We put out fires. We deal with emergencies. We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems. Cops chase robbers, doctors treat patients with chronic illnesses, and call-center reps address customer complaints. But many crimes, chronic illnesses, and customer complaints are preventable. So why do our efforts skew so heavily toward reaction rather than prevention?

Upstream probes the psychological forces that push us downstream—including “problem blindness,” which can leave us oblivious to serious problems in our midst. And Heath introduces us to the thinkers who have overcome these obstacles and scored massive victories by switching to an upstream mindset. One online travel website prevented twenty million customer service calls every year by making some simple tweaks to its booking system. A major urban school district cut its dropout rate in half after it figured out that it could predict which students would drop out—as early as the ninth grade. A European nation almost eliminated teenage alcohol and drug abuse by deliberately changing the nation’s culture. And one EMS system accelerated the emergency-response time of its ambulances by using data to predict where 911 calls would emerge—and forward-deploying its ambulances to stand by in those areas.

Upstream delivers practical solutions for preventing problems rather than reacting to them. How many problems in our lives and in society are we tolerating simply because we’ve forgotten that we can fix them?

Perfectionists and procrastinators alike agree—it’s natural to dread a deadline. Whether you are completing a masterpiece or just checking off an overwhelming to-do list, the ticking clock signals despair. Christopher Cox knows the panic of the looming deadline all too well—as a magazine editor, he has spent years overseeing writers and journalists who couldn’t meet a deadline to save their lives. After putting in a few too many late nights in the newsroom, he became determined to learn the secret of managing deadlines. He set off to observe nine different organizations as they approached a high-pressure deadline. Along the way, Cox made an even greater discovery: these experts didn’t just meet their big deadlines—they became more focused, productive, and creative in the process.

An entertaining blend of “behavioral science, psychological theory, and academic studies with compelling storytelling and descriptive case studies” (Financial Times), The Deadline Effect reveals the time-management strategies these teams used to guarantee success while staying on schedule: a restaurant opening for the first time, a ski resort covering an entire mountain in snow, a farm growing enough lilies in time for Easter, and more. Cox explains how to use deadlines to our advantage, the dynamics of teams and customers, and techniques for using deadlines to make better, more effective decisions.