Every book in the Berrett-Koehler catalog, in one place. Browse our full collection of titles spanning leadership, management, workplace culture, social change, and beyond.
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Contrary to popular opinion, the American public corporation is on the decline. Leading scholar Gerald Davis explains the social and economic pressures behind the rise and fall of the American corporation, the surprising negative consequences, and what the post-corporate future may hold.
In an era of Citizens United and 8-figure paychecks for CEOs, most of us imagine that corporations have never been more powerful. Yet public corporations-companies that sell shares to the public, rather than being privately owned-are in retreat in the US, while alternative ways of organizing business, are on the rise.
To many this will sound like good news-but Gerald Davis points out that there's a considerable downside. In their heyday public corporations provided good salaries, benefits, training, lifetime employment, and retirement pensions-features that are conspicuously absent from newer models championed by companies like Uber. The consequences of corporate decline in the US are stark: greater inequality, less mobility, and a frayed social safety net.
This book explains the rise of the large American corporation, it's role in greatly expanding the middle class, and the economic pressures that are making it unsustainable. The future could see either increasing polarization, as careers turn into jobs and jobs turn into tasks, or a more democratic economy built from the grassroots. Davis explains how we got here and lays out the choices ahead of us.
In an era of Citizens United and 8-figure paychecks for CEOs, most of us imagine that corporations have never been more powerful. Yet public corporations-companies that sell shares to the public, rather than being privately owned-are in retreat in the US, while alternative ways of organizing business, are on the rise.
To many this will sound like good news-but Gerald Davis points out that there's a considerable downside. In their heyday public corporations provided good salaries, benefits, training, lifetime employment, and retirement pensions-features that are conspicuously absent from newer models championed by companies like Uber. The consequences of corporate decline in the US are stark: greater inequality, less mobility, and a frayed social safety net.
This book explains the rise of the large American corporation, it's role in greatly expanding the middle class, and the economic pressures that are making it unsustainable. The future could see either increasing polarization, as careers turn into jobs and jobs turn into tasks, or a more democratic economy built from the grassroots. Davis explains how we got here and lays out the choices ahead of us.
“Fear and doubt are the two greatest enemies of high performance in the workplace. This powerful book shows you how to instill more and more courage and confidence in every person, releasing personal potential you didn't know you had available.”
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.
Management books are traditionally written by industry "experts": scholars, consultants, senior managers. They're writing about how to manage workers, but none of these experts really understands the viewpoint of the average worker, the regular grunt in the trenches-the peon. Peons are the ones affected when a manager decides to manage-in-one-minute, to move somebody's cheese, to try that fifth discipline. Rather than consult some expert, why not go to the source, and ask the peons? Who better to teach you how to train a dog than the dog himself? And who better to tell you how to manage than one of those who are being managed? The Peon Book gives managers the perspective they've been lacking. Author and self-proclaimed Chief Executive Peon Dave Haynes' sole, powerful source of expertise is that he has been managed in different companies and in different industries, and he knows what worked-and what failed catastrophically. In irreverent, straight-talking terms, Haynes tells managers what they really need to do to make their employees motivated, committed, and productive-and it's not memorizing yet another "technique" or "strategy" or "discipline." Haynes writes in a common sense, easy-to-read style that is both witty and wise. Every boss can benefit, and every employee can empathize with the words in The Peon Book. "The inability to empathize can be a real speed bump on the road to a trusting, personal relationship with your employees. So how are you supposed to show more empathy? I take issue with management books that give you a phrase to say to show empathy like 'I understand,' or 'I know what you mean,' or that say that by rephrasing a statement you can show empathy. Don't use some coined phrase to show empathy, just mentally put yourself in our shoes. Sometimes it's just a matter of remembering what it's like to have to get all those reports turned in on a Friday. Or remembering what it's like to have to ask for time off. Or remembering what it's like to be the new guy on the job, and have a hard time remembering everything. Do you see the key concept I'm getting at? Empathy = remembering. Who said you'd never use math in the real world?"
In this groundbreaking guide to building a profitable social enterprise, leading entrepreneurs Julius Walls and Kevin Lynch show readers how to solve the profit/mission paradox and run a successful business that puts its social mission first.
Everything you think you know about presentations is turned on its head in this funny, wise, and immensely useful book. We can't learn to become good presenters if we're terrified of being bad. So, revel in your imperfections and learn what's really important about presenting: being yourself.
Too many organizations today play follow the leader: the commander articulates a "vision" and people uncritically go along with it. But this style of leadership is ultimately ineffective and even dangerous. It hampers people's ability to anticipate and react to changing circumstances. And if the leader's vision is flawed, the entire organization will suffer. In Real Leadership, Dean Williams argues that the true task of the leader is to get people to face the reality of any situation themselves and develop strategies to deal with problems or take advantage of opportunities. Leaders who are responsible with their power and authority don't dictate; they help people determine what shifts in their values, habits, practices and priorities will be needed to accommodate changing conditions and new demands. Williams details how to apply this new approach to six different challenges that every organization faces. Throughout, he uses examples from his own experiences--working with organizations as diverse as the government of Singapore, Aetna Life and Casualty, and the nomadic Penan tribe in Borneo--as well as historical examples and the insights gleaned from his many interviews with presidents, prime ministers, and business leaders to demonstrate the practical application of real leadership in the real world. At a time when so many "visionary" leaders have led their organizations to disaster, Real Leadership offers a needed, proven alternative.
To help mid-life professional women in crisis self-assess and address the sudden realization that their work may no longer be positive, meaningful, or productive to them, psychotherapist and coach Kathy Caprino offers readers a roadmap for overcoming disempowerment and reclaiming both personal strength and trust in themselves.
This classic bestseller by Kevin Cashman pioneered a holistic approach to leadership development: grow the whole person to grow the whole leader. The third edition turns leadership development inside out for a new generation of authentic, purpose-inspired leaders.
This book was the first to reveal and build on a foundational insight: we lead by virtue of who we are. Cashman's trademark “whole-person” approach is essential to success in today's talent-starved marketplace and provides a measurable return on investment. Framed in seven simple yet profound personal “mastery areas,” this book serves as an integrated coaching experience that helps leaders understand how to harness their authentic, value-creating influence and elevate their impact as individuals, in teams, and in organizations.
The third edition contains updated content in the first three chapters-“Personal Mastery,” “Purpose Mastery,” and “Interpersonal Mastery” (the most foundational chapters in the book)-and includes a new chapter, “Story Mastery: Leading with Inspiration.” This chapter deepens comprehension of authenticity, provides a more significant sense of meaning and purpose, and inspires more profound interpersonal connection. For everyone from CEOs to emerging leaders, this long-awaited third edition advances the art and science of leadership, which makes the book even more relevant today than when it was first published.
This book was the first to reveal and build on a foundational insight: we lead by virtue of who we are. Cashman's trademark “whole-person” approach is essential to success in today's talent-starved marketplace and provides a measurable return on investment. Framed in seven simple yet profound personal “mastery areas,” this book serves as an integrated coaching experience that helps leaders understand how to harness their authentic, value-creating influence and elevate their impact as individuals, in teams, and in organizations.
The third edition contains updated content in the first three chapters-“Personal Mastery,” “Purpose Mastery,” and “Interpersonal Mastery” (the most foundational chapters in the book)-and includes a new chapter, “Story Mastery: Leading with Inspiration.” This chapter deepens comprehension of authenticity, provides a more significant sense of meaning and purpose, and inspires more profound interpersonal connection. For everyone from CEOs to emerging leaders, this long-awaited third edition advances the art and science of leadership, which makes the book even more relevant today than when it was first published.
The productivity classic—now updated with powerful new tools.
You know that task you keep avoiding? The one that would actually move the needle—but somehow never gets done?
Legendary success coach Brian Tracy has the answer: Eat your frogs first.
Your “frog” is your most important, most challenging task. Tackle it first thing each morning, and everything else becomes easier. Procrastination loses its grip. Momentum builds.
Tracy's 21 battle-tested principles show you how to wake up knowing exactly what matters, break intimidating projects into action, eliminate what's holding you back, and build unstoppable momentum.
New in the fourth edition:
Decision. Discipline. Determination. These three essentials have transformed millions of lives.
Your most important work is waiting. Eat that frog.
You know that task you keep avoiding? The one that would actually move the needle—but somehow never gets done?
Legendary success coach Brian Tracy has the answer: Eat your frogs first.
Your “frog” is your most important, most challenging task. Tackle it first thing each morning, and everything else becomes easier. Procrastination loses its grip. Momentum builds.
Tracy's 21 battle-tested principles show you how to wake up knowing exactly what matters, break intimidating projects into action, eliminate what's holding you back, and build unstoppable momentum.
New in the fourth edition:
- New chapter: “Form New Habits, Become a New Person”—lasting productivity isn't willpower; it's rewiring your defaults
- Four accelerator systems for calendar organization, productivity, self-discipline, and task completion
- Discussion and action guide for immediate results
Decision. Discipline. Determination. These three essentials have transformed millions of lives.
Your most important work is waiting. Eat that frog.
The next evolution of DEI is here. Discover how to shape a workplace that puts everyone ahead through the groundbreaking FAIR framework.
Over 80 percent of Americans agree that the goals of diversity, equity, and inclusion (DEI) are important in workplaces and society. Yet, research shows that a mere 20 percent feel they’ve directly benefited from workplace DEI programs. As traditional DEI efforts in the workplace face disengagement, backlash, and stagnation, it’s time to reimagine this work.
Drawing on historical case studies, deep research, and a decade of the author’s consulting experience with organizations of all sizes, this book reveals the four tenets that will shape the next evolution of workplace DEI:
The FAIR framework offers an alternative to both the performative practices of traditional DEI programs and the false promises of anti-DEI antagonists. With clarity, urgency, and no-nonsense practicality, Fixing Fairness charts a new path forward for those committed to creating better outcomes for all.
Over 80 percent of Americans agree that the goals of diversity, equity, and inclusion (DEI) are important in workplaces and society. Yet, research shows that a mere 20 percent feel they’ve directly benefited from workplace DEI programs. As traditional DEI efforts in the workplace face disengagement, backlash, and stagnation, it’s time to reimagine this work.
Drawing on historical case studies, deep research, and a decade of the author’s consulting experience with organizations of all sizes, this book reveals the four tenets that will shape the next evolution of workplace DEI:
- Outcomes over Intentions: Don’t chase trends. Do what it takes to measurably achieve greater fairness, access, inclusion, and representation for all.
- Systems over Self-Help: Don’t fixate on individual biases. Solve the root causes of discrimination by shaping workplace norms, culture, processes, and practices.
- Coalitions over Cliques: Don’t just preach to the choir. Build bridges and movements that engage everyone as part of the solution.
- Win-Win over Zero-Sum: Don’t give in to “us versus them.” Create and relentlessly communicate a vision for a better status quo for everyone.
The FAIR framework offers an alternative to both the performative practices of traditional DEI programs and the false promises of anti-DEI antagonists. With clarity, urgency, and no-nonsense practicality, Fixing Fairness charts a new path forward for those committed to creating better outcomes for all.
The Change Handbook (over 14,000 copies sold) is the only book that provides a view into a wide variety of change methods from around the world. This new edition is updated with the latest change methods-including cutting-edge technologies that have emerged since the first edition was published.
What would happen if you could achieve business success without owning any assets, but could simply enjoy the benefits of them? What if companies were able to react instantly to changing circumstances by operating in negative time? What if you didn't need management to run your business?
Zero Space defines a business model in which an organization achieves success without owning assets or needing management. In a zero space organization, knowledge is the only true currency and people are the business's assets and its investors in future success.
Through eight new organizational principles the authors illustrate how "zero-mindedness" is essential for the new economy. Just as organizations will have to exist in less tangible, less prescribed forms, so will thinking have to become less departmentalized, less closely guarded. This new open-mindedness or "zero mind-set" targets knowledge so that an organization applies it when and where it is really needed.
The authors-two top executives at one of the "big five" accounting and consulting firms-show how to create a zero-space organization: a value-adding, quick-reacting, non-centralized, non-standardized, innovation-generating workplace for dedicated talent.
Zero Space defines a business model in which an organization achieves success without owning assets or needing management. In a zero space organization, knowledge is the only true currency and people are the business's assets and its investors in future success.
Through eight new organizational principles the authors illustrate how "zero-mindedness" is essential for the new economy. Just as organizations will have to exist in less tangible, less prescribed forms, so will thinking have to become less departmentalized, less closely guarded. This new open-mindedness or "zero mind-set" targets knowledge so that an organization applies it when and where it is really needed.
The authors-two top executives at one of the "big five" accounting and consulting firms-show how to create a zero-space organization: a value-adding, quick-reacting, non-centralized, non-standardized, innovation-generating workplace for dedicated talent.
As the 20th century dawned there was a silent but fateful transformation in the purpose of the American economy. Finance stopped serving industry and twisted industry to serve its own ends. THE SPECULATION ECONOMY shows this reversal of economic priorities, and its sometimes-disastrous consequences, demonstrated most recently by Enron.
Everyone is a project manager-projects are what all of us do day in and day out. Skillful project management is fundamental to survival in today's warp-speed world. Yet it is often misunderstood, leading to unrealistic deadlines, poorly defined goals, and wasted time. The secret to successful project management, argues Barry Flicker, is making and keeping clear commitments-far easier said than done in a time of complex, cross-departmental projects and sometimes unclear lines of authority. Through a story about people confronting daily frustrations on the job, Flicker demonstrates how shifting focus from blaming "the idiots out there" to examining one's own behaviors and assumptions helps people to overcome obstacles. Working at Warp Speed shows how following four simple laws can transform workers' most frustrating complaints from persistent barriers into potential breakthrough experiences.
