₦25,000.00
Team: Getting Things Done With Others
When Getting Things Done was published in 2001, it was a game changer. By revealing the principles of healthy high performance at an individual level, it transformed the experience of work and leisure for millions. Twenty years later, it has become clear that the best way to build on that success is at the team level, and one of the most frequently asked questions by dedicated GTD users is how to get an entire team onboard.
By building on the effectiveness of what GTD does for individuals, Team will offer a better way of working in an organization, while simultaneously nourishing a culture that allows individuals’ skills to flourish. Using case studies from some of the world’s largest and most successful companies, Team shows how leaders have employed the principles of team productivity to improve communication, enable effective execution, and reduce stress on team members. These principles are increasingly important in the post-pandemic workplace, where the very nature of how people work together has changed so dramatically.
Team is the most significant addition to the GTD canon since the original, and in offering a roadmap for building a culture of healthy high performance, will be welcomed by readers working in any sized group or organization.
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An Ugly Truth: Inside Facebook’s Battle for Domination
₦15,000.00Award-winning New York Times reporters Sheera Frenkel and Cecilia Kang unveil the tech story of our times in a riveting, behind-the-scenes exposé that offers the definitive account of Facebook’s fall from grace.
Once one of Silicon Valley’s greatest success stories, Facebook has been under constant fire for the past five years, roiled by controversies and crises. It turns out that while the tech giant was connecting the world, they were also mishandling users’ data, spreading fake news, and amplifying dangerous, polarizing hate speech.
The company, many said, had simply lost its way. But the truth is far more complex. Leadership decisions enabled, and then attempted to deflect attention from, the crises. Time after time, Facebook’s engineers were instructed to create tools that encouraged people to spend as much time on the platform as possible, even as those same tools boosted inflammatory rhetoric, conspiracy theories, and partisan filter bubbles. And while consumers and lawmakers focused their outrage on privacy breaches and misinformation, Facebook solidified its role as the world’s most voracious data-mining machine, posting record profits, and shoring up its dominance via aggressive lobbying efforts.
Drawing on their unrivaled sources, Sheera Frenkel and Cecilia Kang take readers inside the complex court politics, alliances and rivalries within the company to shine a light on the fatal cracks in the architecture of the tech behemoth. Their explosive, exclusive reporting led them to a shocking conclusion: The missteps of the last five years were not an anomaly but an inevitability—this is how Facebook was built to perform. In a period of great upheaval, growth has remained the one constant under the leadership of Mark Zuckerberg and Sheryl Sandberg. Both have been held up as archetypes of uniquely 21st century executives—he the tech “boy genius” turned billionaire, she the ultimate woman in business, an inspiration to millions through her books and speeches. But sealed off in tight circles of advisers and hobbled by their own ambition and hubris, each has stood by as their technology is coopted by hate-mongers, criminals and corrupt political regimes across the globe, with devastating consequences. In An Ugly Truth, they are at last held accountable.
Up All Night: Ted Turner, CNN, and the Birth of 24-Hour News
₦7,500.00The wild inside story of the birth of CNN and dawn of the age of 24-hour news
How did we get from an age of dignified nightly news broadcasts on three national networks to the age of 24-hour news channels and constantly breaking news? The answer—thanks to Ted Turner and an oddball cast of cable television visionaries, big league rejects, and nonunion newbies—can be found in the basement of an abandoned country club in Atlanta. Because it was there, in the summer of 1980, that this motley crew launched CNN.
Lisa Napoli’s Up All Night is an entertaining inside look at the founding of the upstart network that set out to change the way news was delivered and consumed, and succeeded beyond even the wildest imaginings of its charismatic and uncontrollable founder. Mixing media history, a business adventure story, and great characters, this is a fun book on the making of the world we live in now.
How To Turn Down A Billion Dollars: The Snapchat Story
₦4,500.00The improbable and exhilarating story of the rise of Snapchat from a frat boy fantasy to a multi-billion dollar internet unicorn that has dramatically changed the way we communicate.
In 2013 Evan Spiegel, the brash CEO of the social network Snapchat, and his co-founder Bobby Murphy stunned the press when they walked away from a three-billion-dollar offer from Facebook: how could an app teenagers use to text dirty photos dream of a higher valuation? Was this hubris, or genius?
In How to Turn Down a Billion Dollars, tech journalist Billy Gallagher takes us inside the rise of one of Silicon Valley’s hottest start-ups. Snapchat developed from a simple wish for disappearing pictures as Stanford junior Reggie Brown nursed regrets about photos he had sent. After an epic feud between best friends, Brown lost his stake in the company, while Spiegel has gone on to make a name for himself as a visionary―if ruthless―CEO worth billions, linked to celebrities like Taylor Swift and his wife, Miranda Kerr.
Extreme Ownership
₦7,500.00An updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Now with an excerpt from the authors’ new book, THE DICHOTOMY OF LEADERSHIP.
Combat, the most intense and dynamic environment imaginable, teaches the toughest leadership lessons, with absolutely everything at stake. Jocko Willink and Leif Babin learned this reality first-hand on the most violent and dangerous battlefield in Iraq. As leaders of SEAL Team Three’s Task Unit Bruiser, their mission was one many thought impossible: help U.S. forces secure Ramadi, a violent, insurgent-held city deemed “all but lost.” In gripping, firsthand accounts of heroism, tragic loss, and hard-won victories, they learned that leadership―at every level―is the most important factor in whether a team succeeds or fails.
Willink and Babin returned home from deployment and instituted SEAL leadership training to pass on their harsh lessons learned in combat to help forge the next generation of SEAL leaders. After leaving the SEAL Teams, they launched a company, Echelon Front, to teach those same leadership principles to leaders in businesses, companies, and organizations across the civilian sector. Since that time, they have trained countless leaders and worked with hundreds of companies in virtually every industry across the U.S. and internationally, teaching them how to develop their own high-performance teams and most effectively lead those teams to dominate their battlefields.
The Man Who Knew
₦8,000.00Greenspan’s life is a quintessential American success story: raised by a single mother in the Jewish émigré community of Washington Heights, he was a math prodigy who found a niche as a stats-crunching consultant. A master at explaining the economic weather to captains of industry, he translated that skill into advising Richard Nixon in his 1968 campaign. This led to a perch on the White House Council of Economic Advisers, and then to a dazzling array of business and government roles, from which the path to the Fed was relatively clear. A fire-breathing libertarian and disciple of Ayn Rand in his youth who once called the Fed’s creation a historic mistake, Mallaby shows how Greenspan reinvented himself as a pragmatist once in power. In his analysis, and in his core mission of keeping inflation in check, he was a maestro indeed, and hailed as such. At his retirement in 2006, he was lauded as the age’s necessary man, the veritable God in the machine, the global economy’s avatar. His memoirs sold for record sums to publishers around the world.
But then came 2008. Mallaby’s story lands with both feet on the great crash which did so much to damage Alan Greenspan’s reputation. Mallaby argues that the conventional wisdom is off base: Greenspan wasn’t a naïve ideologue who believed greater regulation was unnecessary. He had pressed for greater regulation of some key areas of finance over the years, and had gotten nowhere. To argue that he didn’t know the risks in irrational markets is to miss the point. He knew more than almost anyone; the question is why he didn’t act, and whether anyone else could or would have. A close reading of Greenspan’s life provides fascinating answers to these questions, answers whose lessons we would do well to heed. Because perhaps Mallaby’s greatest lesson is that economic statesmanship, like political statesmanship, is the art of the possible. The Man Who Knew is a searching reckoning with what exactly comprised the art, and the possible, in the career of Alan Greenspan.
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