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Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don't pretend to have the right answers; we stay curious and ask the right questions. We don't see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don't avoid difficult conversations and situations; we lean into vulnerability when it's necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the exact same time as we're scrambling to figure out what we have to offer that machines and AI can't do better and faster. What can we do better? Empathy, connection, and courage, to start. In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love.

Instead of shutting down any mention of taboo topics, Mary-Francis Winters shows how to structure intentional conversations about them, so people can safely confront biases and stereotypes and create stronger, more inclusive organizations. Politics, religion, race - we can't talk about topics like these at work, right? But in fact, these conversations are happening all the time, either in real life or virtually via social media. And if they aren't handled effectively, they can become more polarizing and divisive, impacting productivity, engagement, retention, teamwork, and even employees' sense of safety in the workplace. But you can turn that around and address difficult topics in a way that brings people together instead of driving them apart. As a thought leader in the field of diversity and inclusion, Mary-Frances Winters has been helping clients create inclusive environments for over three decades. In this concise and powerful book, she shows you how to lay the groundwork for having bold, inclusive conversations. Winters offers exercises and tools to help you become aware of how your cultural background has shaped your perceptions and habits and to increase your understanding of how people from other cultures may differ from you, particularly when it comes to communicating and handling conflict.

In this compelling book you'll find innovative and surprising ways to keep your personal diversity journey moving and honor the diversity commitment of your organization. Written to make this information bite-size and accessible, you'll find quick answers to typical What should I do? questions like: What if I say the wrong thing, what should I do? What if I am work and someone makes a sexist joke, what should I say? Demonstrates the culturally effective way to approach diversity situations.

A powerful and practical guide to help you navigate racism, challenge privilege, manage stress and trauma, and begin to heal. Healing from racism is a journey that often involves reliving trauma and experiencing feelings of shame, guilt, and anxiety. This journey can be a bumpy ride, and before we begin healing, we need to gain an understanding of the role history plays in racial/ethnic myths and stereotypes. The Racial Healing Handbook offers practical tools to help you navigate daily and past experiences of racism, challenge internalized negative messages and privileges, and handle feelings of stress and shame. You'll also learn to develop a profound racial consciousness and conscientiousness, and heal from grief and trauma. Most importantly, you'll discover the building blocks to creating a community of healing in a world still filled with racial microaggressions and discrimination. This book is not just about ending racial harm--it is about racial liberation.

The classic, bestselling book on the psychology of racism -- now fully revised and updated Walk into any racially mixed high school and you will see Black, White, and Latino youth clustered in their own groups. Is this self-segregation a problem to address or a coping strategy? Beverly Daniel Tatum, a renowned authority on the psychology of racism, argues that straight talk about our racial identities is essential if we are serious about enabling communication across racial and ethnic divides. These topics have only become more urgent as the national conversation about race is increasingly acrimonious. This fully revised edition is essential reading for anyone seeking to understand the dynamics of race in America.

Learn to talk about race openly, honestly, and productively Most people avoid discussion of race-related topics because of the strong emotions and feelings of discomfort that inevitably accompany such conversations. Rather than endure the conflict of racial realities, many people choose instead to avoid the topic altogether, or remain silent when it is raised. Race Talk and the Conspiracy of Silence: Understanding and Facilitating Difficult Dialogues on Race puts an end to that dynamic by sharing strategies for smoothing conversations about race in a productive manner. A guide for facilitating and participating in difficult dialogues about race, author Derald Wing Sue - an internationally recognized expert on multiculturalism, diversity, and microaggressions - explores the characteristics, dynamics, and meaning behind discussions about race as well as the hidden "ground rules" that inhibit honest and productive dialogue. Through emotional and visceral examples, this book explains why conversations revolving around racial issues are so difficult, and provides guidelines, techniques, and advice for navigating and leading honest and forthright discussions. Readers will develop a stronger ability to build rapport with people unlike themselves, and discover how not talking about race impacts society as a whole.

From the Civil War to our combustible present, acclaimed historian Carol Anderson reframes our continuing conversation about race, chronicling the powerful forces opposed to black progress in America. As Ferguson, Missouri, erupted in August 2014, and media commentators across the ideological spectrum referred to the angry response of African Americans as "black rage," historian Carol Anderson wrote a remarkable op-ed in The Washington Post suggesting that this was, instead, "white rage at work. With so much attention on the flames," she argued, "everyone had ignored the kindling." Since 1865 and the passage of the Thirteenth Amendment, every time African Americans have made advances towards full participation in our democracy, white reaction has fueled a deliberate and relentless rollback of their gains. Carefully linking historical flashpoints when social progress for African Americans was countered by deliberate and cleverly crafted opposition, Anderson pulls back the veil that has long covered actions made in the name of protecting democracy, fiscal responsibility, or protection against fraud, rendering visible the long lineage of white rage. Compelling and dramatic in the unimpeachable history it relates, White Rage will add an important new dimension to the national conversation about race in America.

Malcolm Gladwell, host of the podcast Revisionist History and author of the #1 New York Times bestseller Outliers, offers a powerful examination of our interactions with strangers -- and why they often go wrong. Something is very wrong, Gladwell argues, with the tools and strategies we use to make sense of people we don't know. And because we don't know how to talk to strangers, we are inviting conflict and misunderstanding in ways that have a profound effect on our lives and our world.

"I know my own mind. I am able to assess others in a fair and accurate way." These self-perceptions are challenged by leading psychologists Mahzarin R. Banaji and Anthony G. Greenwald as they explore the hidden biases we all carry from a lifetime of exposure to cultural attitudes about age, gender, race, ethnicity, religion, social class, sexuality, disability status, and nationality. "Blindspot" is the authors' metaphor for the portion of the mind that houses hidden biases. Writing with simplicity and verve, Banaji and Greenwald question the extent to which our perceptions of social groups--without our awareness or conscious control--shape our likes and dislikes and our judgments about people's character, abilities, and potential. By gaining awareness, we can adapt beliefs and behavior and "outsmart the machine" in our heads so we can be fairer to those around us. Venturing into this book is an invitation to understand our own minds. Brilliant, authoritative, and utterly accessible, Blindspot is a book that will challenge and change readers for years to come.

Filter Shift describes the notion of unconscious filters: how we create them, how we perceive the world through them, and how they control us. The vast majority of us are persistently held back by our unconscious biases and misperceptions, even with the best of intentions. Filter Shift explores the unseen dynamics that get in the way, providing a series of blueprints for success.

Fareed Zakaria's international bestseller The Post-American World pointed to the "rise of the rest"--the growth of countries like China, India, Brazil, and others--as the great story of our time, the story that will undoubtedly shape the future of global power. Since its publication, the trends he identified have proceeded faster than anyone could have anticipated. The 2008 financial crisis turned the world upside down, stalling the United States and other advanced economies. Meanwhile emerging markets have surged ahead, coupling their economic growth with pride, nationalism, and a determination to shape their own future. In this new edition, Zakaria makes sense of this rapidly changing landscape. With his customary lucidity, insight, and imagination, he draws on lessons from the two great power shifts of the past 500 years--the rise of the Western world and the rise of the United States--to tell us what we can expect from the third shift, the "rise of the rest." The great challenge for Britain was economic decline. The challenge for America now is political decline, for as others have grown in importance, the central role of the United States, especially in the ascendant emerging markets, has already begun to shrink. As Zakaria eloquently argues, Washington needs to begin a serious transformation of its global strategy, moving from its traditional role of dominating hegemon to that of a more pragmatic, honest broker. It must seek to share power, create coalitions, build legitimacy, and define the global agenda--all formidable tasks. None of this will be easy for the greatest power the world has ever known--the only power that for so long has really mattered. America stands at a crossroads: In a new global era where the United States no longer dominates the worldwide economy, orchestrates geopolitics, or overwhelms cultures, can the nation continue to thrive?

Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership examines today's leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that today's leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military. Leaders must relinquish and share control to build and preserve power.

Where do the best ideas come from? And how do we apply these ideas to the problems we face - at work, in the education of our children, and in the biggest shared challenges of our age: rising obesity, terrorism and climate change? In this bold and inspiring new book, Matthew Syed - the bestselling author of Bounce and Black Box Thinking - argues that individual intelligence is no longer enough; that the only way to tackle these complex problems is to harness the power of our 'cognitive diversity'. Rebel Ideas is a fascinating journey through the science of team performance. It draws on psychology, economics, anthropology and genetics, and takes lessons from a dazzling range of case-studies, including the catastrophic intelligence failings of the CIA before 9/11, a communication breakdown at the top of Mount Everest, and a moving tale of deradicalization in America's deep South. It is a book that will strengthen any company, institution or team, but it also offers many individual applications too.

When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training--but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world's mightiest military with the agility of the world's most fearsome terrorist network. They would have to become a "team of teams"--faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people--and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples--from NASA to hospital emergency rooms--Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.

Today's global enterprises increasingly involve collaborative work by teams of experts operating across different professions, organizations, and industries. Extreme Teaming provides new insights into the world of complex, cross industry projects and the ways they must be managed. Leading experts Amy Edmondson and Jean-François Harvey analyze contemporary cases that expose the complex demands of cross-boundary collaboration on management, and inform our understanding of teams. Containing powerful insights and practical guidelines that allow managers to bridge professional divides and organizational boundaries in order to work together effectively, this is a new exploration of the challenges involved in today's global enterprises. The authors demonstrate that the work done in the modern organization is less and less about looking inward and creating strong teams inside the company, and more about teaming across boundaries - that often are in flux.

How businesses and other organizations can improve their performance by tapping the power of differences in how people think. What if workforce diversity is more than simply the right thing to do in order to make society more integrated and just? What if diversity can also improve the bottom line of businesses and other organizations facing complex challenges in the knowledge economy? It can. And The Diversity Bonus shows how and why. Scott Page, a leading thinker, writer, and speaker, makes a clear and compellingly pragmatic case for diversity and inclusion. He presents overwhelming evidence that teams that include different kinds of thinkers outperform homogenous groups on complex tasks, producing what he calls "diversity bonuses." These bonuses include improved problem solving, increased innovation, and more accurate predictions--all of which lead to better performance and results. Page shows that various types of cognitive diversity--differences in how people perceive, encode, analyze, and organize the same information and experiences--are linked to better outcomes. He then describes how these cognitive differences are influenced by other kinds of diversity, including racial and gender differences--in other words, identity diversity. Identity diversity, therefore, can also produce bonuses.

In today's increasingly diverse, global, interconnected business world, diversity and inclusion (D&I) is no longer just "the right thing to do," it is a core leadership competency and central to the success of business. Working effectively to combat unconscious bias across differences such as gender, culture, generational, race, and sexual orientation not only leads to a more productive, innovative corporate culture but also to a better engagement with customers and clients. The Inclusion Dividend provides a framework to tap the bottom-line impact that results from an inclusive culture.

In the rapidly changing business landscape, harnessing the power of diversity and inclusion is essential for the very viability and sustainability of every organization. Talent who feel fully welcomed, valued, respected, and heard by their colleagues and their organizations will fuel this growth. It's also critical that we build systems that embrace diversity in all its forms, from identity and background to diversity of thought, style, approach, and experience, tying it directly to the bottom line.

From incomparable storyteller and beloved diversity and inclusion expert, Steve L. Robbins, comes the 10th Anniversary Edition of his classic book, What If?, used by scores of companies globally for diversity training. Featuring 10 new stories written by Dr. Robbins that help readers gain deeper insight into the role our brains play in shaping our thoughts and actions, and what we can do to be more curious and open-minded in our diverse world. Based on his study of the fields of behavioral science and cognitive neuroscience, Robbins explores unconscious bias in many of its forms. With his signature humor, these weighty but important topics are addressed with great insight, care and humility. The result is an unpretentious guide for individuals and organizations that will help break down defenses and shine a helpful light on human behavior in a world filled with differences.

Through dramatic personal stories, Claude Steele shares the experiments and studies that show, again and again, that exposing subjects to stereotypes--merely reminding a group of female math majors about to take a math test, for example, that women are considered naturally inferior to men at math--impairs their performance in the area affected by the stereotype. Steele's conclusions shed new light on a host of American social phenomena, from the racial and gender gaps in standardized test scores to the belief in the superior athletic prowess of black men. Whistling Vivaldi offers insight into how we form our senses of identity and ultimately lays out a plan for mitigating the negative effects of "stereotype threat" and reshaping American identities.

We are living in a world of almost unparalleled separation. People are no longer disagreeing, but are instead disavowing each other's rights to an opinion. What is driving this polarization, and how can we overcome it? Howard Ross says that ironically it's our profound need to belong. He delves deeply into the powerful psychological, neurological, and biological forces that drive us to want to identify so strongly with a group we're sometimes even willing to sacrifice our individual identity. Drawing on his decades of leadership in the diversity and inclusion field, Ross probes the depth and impact of this growing tribalism, the role social media plays in exacerbating it, the ways it impacts every aspect of daily life, and how to combat it. Readers will gain tools for exploring contentious dialogue in healthier ways and guidelines for breaking down barriers and building bridges across difference; and organizations and institutions will be able to develop approaches that can open dialogue and encourage mutual understanding.

This is the first time in American history that we have had four different generations working side-by-side in the workplace: the Traditionalists (born before 1945), the Baby Boomers (born 1945-1964), Gen X (born 1965-1980), and the Millennials (born 1981-2001). Haydn Shaw, popular business speaker and generational expert, has identified 12 places where the 4 generations typically come apart in the workplace (and in life as well). These sticking points revolve around differing attitudes toward managing one's own time, texting, social media, organizational structure, and of course, clothing preferences. If we don't learn to work together and stick together around these 12 sticking points, then we'll be wasting a lot of time fighting each other instead of enjoying a friendly and productive team. Sticking Points is a must-read book that will help you understand the generational differences you encounter while teaching how we can learn to speak one another's language and get better results together.

In this stunning book, Malcolm Gladwell takes us on an intellectual journey through the world of "outliers"--the best and the brightest, the most famous and the most successful. He asks the question: what makes high-achievers different? His answer is that we pay too much attention to what successful people are like, and too little attention to where they are from: that is, their culture, their family, their generation, and the idiosyncratic experiences of their upbringing. Along the way he explains the secrets of software billionaires, what it takes to be a great soccer player, why Asians are good at math, and what made the Beatles the greatest rock band. Brilliant and entertaining, Outliers is a landmark work that will simultaneously delight and illuminate.

It's a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does--but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status. Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert John Kotter provides a fascinating answer--and a powerful new framework for competing and winning in a world of constant turbulence and disruption. Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system--a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a "dual operating system"--one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers. Perhaps most crucial, the book reveals how the best companies focus and align their people's energy and urgency around what Kotter calls the big opportunity.

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind--that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly. In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results. In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.