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SoBrief
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A CEO Only Does Three Things
by Trey Taylor • 2020
Only three priorities deserve a CEO's attention. Everything else is a distraction with a salary.
4.08
479
A CEO Only Does Three Things Summary
A CEO Only Does Three Things 91%
Only three priorities deserve a CEO's attention. Everything else is a distraction with a salary.
by Trey Taylor 2020
4.08
479 ratings
The CEO Next Door
by Elena L. Botelho • 2018
A study of thousands of CEOs found four behaviors predict success. Charisma didn't make the list.
4.03
1k+
The CEO Next Door Summary
The CEO Next Door 91%
A study of thousands of CEOs found four behaviors predict success. Charisma didn't make the list.
by Elena L. Botelho 2018
4.03
1k+ ratings
Paid to Think
by David Goldsmith • 2012
The thinking before the doing is your real job. A toolkit for making it your edge.
3.76
159
Paid to Think Summary
Paid to Think 91%
The thinking before the doing is your real job. A toolkit for making it your edge.
by David Goldsmith 2012
3.76
159 ratings
HBR's 10 Must Reads Boxed Set (6 Books)
by Harvard Business Publishing • 2011
HBR's six-volume leadership curriculum: strategy, tough feedback, and the daily practice of leading.
4.39
353
HBR's 10 Must Reads Boxed Set (6 Books) Summary
HBR's 10 Must Reads Boxed Set (6 Books) 91%
HBR's six-volume leadership curriculum: strategy, tough feedback, and the daily practice of leading.
by Harvard Business Publishing 2011
4.39
353 ratings
The AI-Driven Leader
by Geoff Woods • 2024
AI writes your memos. It could sharpen your strategy instead. Most leaders never learn how.
3.88
2k+
The AI-Driven Leader Summary
The AI-Driven Leader 91%
AI writes your memos. It could sharpen your strategy instead. Most leaders never learn how.
by Geoff Woods 2024
3.88
2k+ ratings
HBR's 10 Must Reads 2020
by Harvard Business Review • 2019
CEOs average 37 meetings a week. The data-backed rules for spending your scarcest resource.
3.85
228
HBR's 10 Must Reads 2020 Summary
HBR's 10 Must Reads 2020 91%
CEOs average 37 meetings a week. The data-backed rules for spending your scarcest resource.
by Harvard Business Review 2019
3.85
228 ratings
The Four Dilemmas of the CEO
by Tom Biesinger • 2017
Seven out of ten CEO hours go to operations, not strategy. Four pivots that reverse the ratio.
4.00
12
The Four Dilemmas of the CEO Summary
The Four Dilemmas of the CEO 91%
Seven out of ten CEO hours go to operations, not strategy. Four pivots that reverse the ratio.
by Tom Biesinger 2017
4.00
12 ratings
The New Leader's 100-Day Action Plan
by George B. Bradt • 2006
Start before Day One. Align your team, secure early wins, and own the quarter in 100 days.
3.99
6k+
The New Leader's 100-Day Action Plan Summary
The New Leader's 100-Day Action Plan 91%
Start before Day One. Align your team, secure early wins, and own the quarter in 100 days.
by George B. Bradt 2006
3.99
6k+ ratings
CEO Excellence
by Carolyn Dewar • 2022
The data reveals a small set of practices that separate great CEOs from everyone else.
4.16
2k+
CEO Excellence Summary
CEO Excellence 91%
The data reveals a small set of practices that separate great CEOs from everyone else.
by Carolyn Dewar 2022
4.16
2k+ ratings
The Strategy-Focused Organization
by Robert S. Kaplan • 2000
A measurement system that translates strategy into a handful of metrics every employee can act on.
3.94
537
The Strategy-Focused Organization Summary
The Strategy-Focused Organization 91%
A measurement system that translates strategy into a handful of metrics every employee can act on.
by Robert S. Kaplan 2000
3.94
537 ratings
CTO Excellence in 100 Days
by Etienne de Bruin • 2023
100 days to earn trust, build strategy, and lead technology: the CTO playbook.
3.72
71
CTO Excellence in 100 Days Summary
CTO Excellence in 100 Days 91%
100 days to earn trust, build strategy, and lead technology: the CTO playbook.
by Etienne de Bruin 2023
3.72
71 ratings
Know-How
by Ram Charan • 2007
Eight trainable skills, not personality or IQ, separate leaders who deliver from those who stall.
3.86
857
Know-How Summary
Know-How 91%
Eight trainable skills, not personality or IQ, separate leaders who deliver from those who stall.
by Ram Charan 2007
3.86
857 ratings
Strategy That Works
by Paul Leinwand • 2016
Close the gap between strategy and execution: build a few signature capabilities.
3.88
275
Strategy That Works Summary
Strategy That Works 91%
Close the gap between strategy and execution: build a few signature capabilities.
by Paul Leinwand 2016
3.88
275 ratings
How the Best Leaders Lead
by Brian Tracy • 2009
Ten battlefields of leadership, from hiring to simplification, and the checklists to win each one.
4.03
394
How the Best Leaders Lead Summary
How the Best Leaders Lead 91%
Ten battlefields of leadership, from hiring to simplification, and the checklists to win each one.
by Brian Tracy 2009
4.03
394 ratings
Elevate
by Rich Horwath • 2013
Daily noise buries strategy. Three disciplines for staying above it and seeing what others miss.
3.71
106
Elevate Summary
Elevate 91%
Daily noise buries strategy. Three disciplines for staying above it and seeing what others miss.
by Rich Horwath 2013
3.71
106 ratings
Amp It Up
by Frank Slootman • 2022
You're moving too slow and tolerating too much. A three-time CEO's guide to fixing both.
4.01
4k+
Amp It Up Summary
Amp It Up 90%
You're moving too slow and tolerating too much. A three-time CEO's guide to fixing both.
by Frank Slootman 2022
4.01
4k+ ratings
The Effective Executive
by Peter F. Drucker • 1966
The difference between a busy executive and an effective one: five habits, zero charisma required.
4.08
38k+
The Effective Executive Summary
The Effective Executive 90%
The difference between a busy executive and an effective one: five habits, zero charisma required.
by Peter F. Drucker 1966
4.08
38k+ ratings
The New Executive Assistant
by Jonathan McIlroy • 2018
Move beyond calendar management: how to become the person your executive can't operate without.
3.86
37
The New Executive Assistant Summary
The New Executive Assistant 90%
Move beyond calendar management: how to become the person your executive can't operate without.
by Jonathan McIlroy 2018
3.86
37 ratings
Judgment
by Noel M. Tichy • 2007
Some leaders win, others lose. The difference is judgment, not a gift, but a process.
3.70
210
Judgment Summary
Judgment 90%
Some leaders win, others lose. The difference is judgment, not a gift, but a process.
by Noel M. Tichy 2007
3.70
210 ratings
Strategic Leadership
by John Adair • 2010
The three functions every leader must balance, and how to scale them from team to enterprise.
3.38
45
Strategic Leadership Summary
Strategic Leadership 90%
The three functions every leader must balance, and how to scale them from team to enterprise.
by John Adair 2010
3.38
45 ratings
The Work of Leaders
by Julie Straw • 2013
Leadership is three jobs: craft the vision, earn the buy-in, and drive the follow-through.
3.98
193
The Work of Leaders Summary
The Work of Leaders 90%
Leadership is three jobs: craft the vision, earn the buy-in, and drive the follow-through.
by Julie Straw 2013
3.98
193 ratings
The CEO Test
by Adam Bryant • 2021
The recurring challenges that separate thriving leaders from the rest, and how to navigate them.
4.12
286
The CEO Test Summary
The CEO Test 90%
The recurring challenges that separate thriving leaders from the rest, and how to navigate them.
by Adam Bryant 2021
4.12
286 ratings
Leadership Conversations
by Alan S. Berson • 2012
Promoted on skill, then stalled. Four conversation types your old job never demanded.
4.12
92
Leadership Conversations Summary
Leadership Conversations 90%
Promoted on skill, then stalled. Four conversation types your old job never demanded.
by Alan S. Berson 2012
4.12
92 ratings
Classic Drucker
by Peter F. Drucker • 2006
You think you know your strengths. Drucker's simplest self-diagnostic will prove you wrong.
4.17
304
Classic Drucker Summary
Classic Drucker 90%
You think you know your strengths. Drucker's simplest self-diagnostic will prove you wrong.
by Peter F. Drucker 2006
4.17
304 ratings
Boards That Deliver
by Ram Charan • 2005
Most boards waste their power on compliance. The ones that don't build companies worth more.
3.80
147
Boards That Deliver Summary
Boards That Deliver 90%
Most boards waste their power on compliance. The ones that don't build companies worth more.
by Ram Charan 2005
3.80
147 ratings
Beyond Entrepreneurship
by Jim Collins • 1992
Twelve principles for building a lasting company, starting with who you let on the team.
4.11
403
Beyond Entrepreneurship Summary
Beyond Entrepreneurship 90%
Twelve principles for building a lasting company, starting with who you let on the team.
by Jim Collins 1992
4.11
403 ratings
People Skills for a Virtual World Collection (6 Books)
by Harvard Business Review • 2022
Two traits shape every leadership judgment. The guide to mastering both through a screen.
3.33
3
People Skills for a Virtual World Collection (6 Books) Summary
People Skills for a Virtual World Collection (6 Books) 90%
Two traits shape every leadership judgment. The guide to mastering both through a screen.
by Harvard Business Review 2022
3.33
3 ratings
Leadership
by Brian Tracy • 2015
One skill drives 85% of leadership success; here's the full curriculum for it and the rest.
4.13
726
Leadership Summary
Leadership 90%
One skill drives 85% of leadership success; here's the full curriculum for it and the rest.
by Brian Tracy 2015
4.13
726 ratings
Management Challenges for the 21st Century
by Peter F. Drucker • 2009
Management's old rules are dead. Falling birthrates, knowledge as capital, self-management.
4.07
876
Management Challenges for the 21st Century Summary
Management Challenges for the 21st Century 90%
Management's old rules are dead. Falling birthrates, knowledge as capital, self-management.
by Peter F. Drucker 2009
4.07
876 ratings
The Daily Drucker
by Peter F. Drucker • 2000
Drucker in daily doses: why character builds leaders, time is everything, and yesterday must go.
4.10
1k+
The Daily Drucker Summary
The Daily Drucker 90%
Drucker in daily doses: why character builds leaders, time is everything, and yesterday must go.
by Peter F. Drucker 2000
4.10
1k+ ratings
The Advantage
by Patrick Lencioni • 2012
The competitive advantage hiding in plain sight: a leadership team that actually trusts each other.
4.13
16k+
The Advantage Summary
The Advantage 90%
The competitive advantage hiding in plain sight: a leadership team that actually trusts each other.
by Patrick Lencioni 2012
4.13
16k+ ratings
Great Ceos Are Lazy
by Jim Schleckser • 2016
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
4.26
393
Great Ceos Are Lazy Summary
Great Ceos Are Lazy 90%
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
by Jim Schleckser 2016
4.26
393 ratings
HBR Guide to Thinking Strategically
by Harvard Business Review • 2010
Most managers spend their careers answering questions. Strategic thinkers learn which ones to ask.
3.75
469
HBR Guide to Thinking Strategically Summary
HBR Guide to Thinking Strategically 90%
Most managers spend their careers answering questions. Strategic thinkers learn which ones to ask.
by Harvard Business Review 2010
3.75
469 ratings
Business Strategy
by Brian Tracy • 2015
The strategic planning step most businesses skip, and why it makes everything else fall into place.
3.87
246
Business Strategy Summary
Business Strategy 90%
The strategic planning step most businesses skip, and why it makes everything else fall into place.
by Brian Tracy 2015
3.87
246 ratings
HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins)
by Linda A. Hill • 2017
Managing a function is about depth; leading a business is about breadth. The canonical frameworks.
4.21
318
HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) Summary
HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) 90%
Managing a function is about depth; leading a business is about breadth. The canonical frameworks.
by Linda A. Hill 2017
4.21
318 ratings
The Generalist Counsel
by Prashant Dubey • 2013
From legal advisor to CEO contender: what top general counsel say the role now demands.
3.62
34
The Generalist Counsel Summary
The Generalist Counsel 90%
From legal advisor to CEO contender: what top general counsel say the role now demands.
by Prashant Dubey 2013
3.62
34 ratings
The Visual Mba
by Jason Barron • 2019
An MBA in sketches: the frameworks of leadership, finance, and strategy, minus the classroom.
3.74
3k+
The Visual Mba Summary
The Visual Mba 90%
An MBA in sketches: the frameworks of leadership, finance, and strategy, minus the classroom.
by Jason Barron 2019
3.74
3k+ ratings
Playing to Win
by A.G. Lafley • 2013
Forget the plan. Winners make a handful of choices that lock together and beat the market.
3.99
9k+
Playing to Win Summary
Playing to Win 90%
Forget the plan. Winners make a handful of choices that lock together and beat the market.
by A.G. Lafley 2013
3.99
9k+ ratings
The Strategy Paradox
by Michael E. Raynor • 2007
The strategies that win big also lose big. The escape: a portfolio of options.
3.89
300
The Strategy Paradox Summary
The Strategy Paradox 90%
The strategies that win big also lose big. The escape: a portfolio of options.
by Michael E. Raynor 2007
3.89
300 ratings
Working Together
by Michael D. Eisner • 2010
The most iconic business successes were built by two people, not one. Here's why.
3.55
300
Working Together Summary
Working Together 90%
The most iconic business successes were built by two people, not one. Here's why.
by Michael D. Eisner 2010
3.55
300 ratings
Good to Great
by Jim Collins • 2001
Eleven ordinary companies became extraordinary. It wasn't charisma, strategy, or pay.
4.12
298k+
Good to Great Summary
Good to Great 90%
Eleven ordinary companies became extraordinary. It wasn't charisma, strategy, or pay.
by Jim Collins 2001
4.12
298k+ ratings
Personal Agility
by Maria Matarelli • 2022
Six questions, one visual board: agile principles that rescue real priorities from the daily noise.
4.3
10
Personal Agility Summary
Personal Agility 90%
Six questions, one visual board: agile principles that rescue real priorities from the daily noise.
by Maria Matarelli 2022
4.3
10 ratings
A Year with Peter Drucker
by Joseph A. Maciariello • 2014
52 weeks of Drucker: lead with integrity, create customers, and build a lasting organization.
3.70
143
A Year with Peter Drucker Summary
A Year with Peter Drucker 90%
52 weeks of Drucker: lead with integrity, create customers, and build a lasting organization.
by Joseph A. Maciariello 2014
3.70
143 ratings
The Silent Language of Leaders
by Carol Kinsey Goman • 2010
Seven seconds of body language can sabotage a leader's message. The cues to fix first.
3.60
574
The Silent Language of Leaders Summary
The Silent Language of Leaders 90%
Seven seconds of body language can sabotage a leader's message. The cues to fix first.
by Carol Kinsey Goman 2010
3.60
574 ratings
The Definitive Executive Assistant and Managerial Handbook
by Sue France • 2012
No corner office required. The leadership playbook for the people who keep the business running.
3.85
41
The Definitive Executive Assistant and Managerial Handbook Summary
The Definitive Executive Assistant and Managerial Handbook 90%
No corner office required. The leadership playbook for the people who keep the business running.
by Sue France 2012
3.85
41 ratings
Startup Boards
by Brad Feld • 2013
Your board costs equity and hours. The playbook for earning back more than you give up.
4.06
607
Startup Boards Summary
Startup Boards 90%
Your board costs equity and hours. The playbook for earning back more than you give up.
by Brad Feld 2013
4.06
607 ratings
Brilliant Checklists for Project Managers
by Richard Newton • 2008
The checklist shortcut: from scattered tasks to predictable project outcomes.
3.66
35
Brilliant Checklists for Project Managers Summary
Brilliant Checklists for Project Managers 90%
The checklist shortcut: from scattered tasks to predictable project outcomes.
by Richard Newton 2008
3.66
35 ratings
The Strategist
by Cynthia A. Montgomery • 2012
Ask what the world loses if your company disappears; the answer is your strategy.
3.86
1k+
The Strategist Summary
The Strategist 90%
Ask what the world loses if your company disappears; the answer is your strategy.
by Cynthia A. Montgomery 2012
3.86
1k+ ratings
Escape Velocity
by Geoffrey A. Moore • 2011
Last year's operating plan is a gravity well. The five-part power framework for escaping it.
3.90
676
Escape Velocity Summary
Escape Velocity 90%
Last year's operating plan is a gravity well. The five-part power framework for escaping it.
by Geoffrey A. Moore 2011
3.90
676 ratings
Competing for the Future
by Gary Hamel • 1994
Your current products matter less than your ability to create products no one has imagined yet.
4.03
3k+
Competing for the Future Summary
Competing for the Future 90%
Your current products matter less than your ability to create products no one has imagined yet.
by Gary Hamel 1994
4.03
3k+ ratings
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