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SoBrief
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Who Does What By How Much?
by Jeff Gothelf • 2024
Your OKRs measure the wrong thing. Shifting from output to customer behavior makes them work.
4.36
107
Who Does What By How Much? Summary
Who Does What By How Much? 92%
Your OKRs measure the wrong thing. Shifting from output to customer behavior makes them work.
by Jeff Gothelf 2024
4.36
107 ratings
The 4 Disciplines of Execution
by Chris McChesney • 2023
Daily demands swallow every strategy. A framework for delivering the one breakthrough that matters.
4.20
70
The 4 Disciplines of Execution Summary
The 4 Disciplines of Execution 92%
Daily demands swallow every strategy. A framework for delivering the one breakthrough that matters.
by Chris McChesney 2023
4.20
70 ratings
OKRs, From Mission to Metrics
by Francisco S. Homem De Mello • 2016
A one-objective, three-metric start: how to introduce OKRs without the usual rollout chaos.
3.61
130
OKRs, From Mission to Metrics Summary
OKRs, From Mission to Metrics 92%
A one-objective, three-metric start: how to introduce OKRs without the usual rollout chaos.
by Francisco S. Homem De Mello 2016
3.61
130 ratings
Summary
by Frank Collins • 2017
Daily operations bury your most important goals. Four disciplines for getting them done anyway.
4.17
18
Summary Summary
Summary 92%
Daily operations bury your most important goals. Four disciplines for getting them done anyway.
by Frank Collins 2017
4.17
18 ratings
Getting Results the Agile Way
by J.D. Meier • 2010
Three daily outcomes instead of chaos. A weekly rhythm instead of burnout. The system that delivers.
3.75
1k+
Getting Results the Agile Way Summary
Getting Results the Agile Way 92%
Three daily outcomes instead of chaos. A weekly rhythm instead of burnout. The system that delivers.
by J.D. Meier 2010
3.75
1k+ ratings
Results-Based Leadership
by Dave Ulrich • 1999
Leadership isn't addition; it's multiplication. How to connect who you are with what you deliver.
3.87
111
Results-Based Leadership Summary
Results-Based Leadership 91%
Leadership isn't addition; it's multiplication. How to connect who you are with what you deliver.
by Dave Ulrich 1999
3.87
111 ratings
A Seat at the Table and The Art of Business Value
by Mark Schwartz • 2017
Shipping features isn't delivering value. A CIO on what Agile gets wrong about ROI.
4.23
785
A Seat at the Table and The Art of Business Value Summary
A Seat at the Table and The Art of Business Value 91%
Shipping features isn't delivering value. A CIO on what Agile gets wrong about ROI.
by Mark Schwartz 2017
4.23
785 ratings
Radical Focus
by Christina Wodtke • 2016
The OKR playbook: one qualitative goal, a few measured results, a weekly cadence that forces focus.
3.96
5k+
Radical Focus Summary
Radical Focus 91%
The OKR playbook: one qualitative goal, a few measured results, a weekly cadence that forces focus.
by Christina Wodtke 2016
3.96
5k+ ratings
Evidence-Guided
by Itamar Gilad • 2023
Why most product teams ship the wrong features, and the framework that stops them.
4.46
178
Evidence-Guided Summary
Evidence-Guided 91%
Why most product teams ship the wrong features, and the framework that stops them.
by Itamar Gilad 2023
4.46
178 ratings
Escaping the Build Trap
by Melissa Perri • 2018
Feature factories ship output. Products need outcomes. The framework for making the switch.
4.28
5k+
Escaping the Build Trap Summary
Escaping the Build Trap 91%
Feature factories ship output. Products need outcomes. The framework for making the switch.
by Melissa Perri 2018
4.28
5k+ ratings
Product Roadmaps Relaunched
by C. Todd Lombardo • 2017
Stop promising features: build a roadmap that communicates strategy and embraces change.
4.10
1k+
Product Roadmaps Relaunched Summary
Product Roadmaps Relaunched 91%
Stop promising features: build a roadmap that communicates strategy and embraces change.
by C. Todd Lombardo 2017
4.10
1k+ ratings
Key Performance Indicators
by David Parmenter • 2007
Most KPIs are decorative. How to find the 10 measures that actually move your company.
3.79
331
Key Performance Indicators Summary
Key Performance Indicators 91%
Most KPIs are decorative. How to find the 10 measures that actually move your company.
by David Parmenter 2007
3.79
331 ratings
The 4 Disciplines of Execution
by Chris McChesney • 2012
Your biggest goals lose to daily urgencies. A system for winning what matters, starting this week.
4.08
12k+
The 4 Disciplines of Execution Summary
The 4 Disciplines of Execution 91%
Your biggest goals lose to daily urgencies. A system for winning what matters, starting this week.
by Chris McChesney 2012
4.08
12k+ ratings
Measure What Matters
by John Doerr • 2017
OKRs: the system that taught Google to execute, not just dream. Three objectives, measured weekly.
3.97
38k+
Measure What Matters Summary
Measure What Matters 91%
OKRs: the system that taught Google to execute, not just dream. Three objectives, measured weekly.
by John Doerr 2017
3.97
38k+ ratings
1 Ano Em 12 Semanas
by Michael Lennington • 2021
Annual planning kills urgency. Compress your goals to 12 weeks and let the deadline drive you.
3.63
51
1 Ano Em 12 Semanas Summary
1 Ano Em 12 Semanas 91%
Annual planning kills urgency. Compress your goals to 12 weeks and let the deadline drive you.
by Michael Lennington 2021
3.63
51 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
The OKRs Field Book
by Ben Lamorte • 2021
OKRs coaching is a craft. A phased guide to keeping goal-setting alive after the workshop ends.
4.43
116
The OKRs Field Book Summary
The OKRs Field Book 91%
OKRs coaching is a craft. A phased guide to keeping goal-setting alive after the workshop ends.
by Ben Lamorte 2021
4.43
116 ratings
The 12 Week Year Field Guide
by Brian P. Moran • 2018
A year is too long to focus. Compress it to 12 weeks, track weekly, deliver quarterly.
3.88
1k+
The 12 Week Year Field Guide Summary
The 12 Week Year Field Guide 91%
A year is too long to focus. Compress it to 12 weeks, track weekly, deliver quarterly.
by Brian P. Moran 2018
3.88
1k+ ratings
Balanced Scorecard Step-by-Step
by Paul R. Niven • 2002
Turn strategy into daily work, using measures that go beyond the financial reports.
3.85
146
Balanced Scorecard Step-by-Step Summary
Balanced Scorecard Step-by-Step 91%
Turn strategy into daily work, using measures that go beyond the financial reports.
by Paul R. Niven 2002
3.85
146 ratings
Transformed
by Marty Cagan • 2024
The three-part shift for turning a feature factory into an innovation engine.
3.91
1k+
Transformed Summary
Transformed 91%
The three-part shift for turning a feature factory into an innovation engine.
by Marty Cagan 2024
3.91
1k+ ratings
Best Practices for Operational Excellence
by Luca Dellanna • 2019
The one-team, one-habit path to operational excellence: stop trying to change everything.
4.20
20
Best Practices for Operational Excellence Summary
Best Practices for Operational Excellence 91%
The one-team, one-habit path to operational excellence: stop trying to change everything.
by Luca Dellanna 2019
4.20
20 ratings
The Path of Least Resistance for Managers
by Robert Fritz • 1999
Solving problems won't advance your organization. Designing its structure will.
4.15
307
The Path of Least Resistance for Managers Summary
The Path of Least Resistance for Managers 91%
Solving problems won't advance your organization. Designing its structure will.
by Robert Fritz 1999
4.15
307 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 91%
The difference between a busy executive and an effective one: five habits, zero charisma required.
by Peter F. Drucker 1966
4.08
38k+ ratings
Seven Strategy Questions
by Robert Simons • 2010
Seven questions that diagnose why your strategy works on paper but not in practice.
3.96
191
Seven Strategy Questions Summary
Seven Strategy Questions 91%
Seven questions that diagnose why your strategy works on paper but not in practice.
by Robert Simons 2010
3.96
191 ratings
The McKinsey Mind
by Ethan M. Rasiel • 2001
Turn any messy business problem into a structured analysis and a one-chart answer.
3.65
2k+
The McKinsey Mind Summary
The McKinsey Mind 91%
Turn any messy business problem into a structured analysis and a one-chart answer.
by Ethan M. Rasiel 2001
3.65
2k+ ratings
Game of Work, The
by Charles Coonradt • 1999
Why people work harder at games than at jobs, and five rules for stealing that energy.
3.83
156
Game of Work, The Summary
Game of Work, The 91%
Why people work harder at games than at jobs, and five rules for stealing that energy.
by Charles Coonradt 1999
3.83
156 ratings
Designing a Successful KM Strategy
by Stephanie Barnes • 2014
Most KM strategies collect dust. The playbook for making one leadership champions, not shelves.
4.10
29
Designing a Successful KM Strategy Summary
Designing a Successful KM Strategy 90%
Most KM strategies collect dust. The playbook for making one leadership champions, not shelves.
by Stephanie Barnes 2014
4.10
29 ratings
The Art of Productivity
by Jim Stovall • 2017
Busyness is not the same as progress. Build a productivity system around your own success.
3.59
113
The Art of Productivity Summary
The Art of Productivity 90%
Busyness is not the same as progress. Build a productivity system around your own success.
by Jim Stovall 2017
3.59
113 ratings
HBR Guide to Project Management
by Harvard Business Publishing • 2011
The handful of tasks that can delay everything. How to spot them before they do.
3.78
715
HBR Guide to Project Management Summary
HBR Guide to Project Management 90%
The handful of tasks that can delay everything. How to spot them before they do.
by Harvard Business Publishing 2011
3.78
715 ratings
High Output Management
by Andrew S. Grove • 1983
An Intel president learned management from a three-minute egg. The lesson reshaped Silicon Valley.
4.30
22k+
High Output Management Summary
High Output Management 90%
An Intel president learned management from a three-minute egg. The lesson reshaped Silicon Valley.
by Andrew S. Grove 1983
4.30
22k+ ratings
Delegation and Supervision
by Brian Tracy • 2013
Master delegation: the skill that multiplies your impact by putting you on the highest-value work.
4.09
759
Delegation and Supervision Summary
Delegation and Supervision 90%
Master delegation: the skill that multiplies your impact by putting you on the highest-value work.
by Brian Tracy 2013
4.09
759 ratings
Traction
by Gino Wickman • 2007
A single system to align your team, force accountability, and end the chaos that stalls growth.
4.13
17k+
Traction Summary
Traction 90%
A single system to align your team, force accountability, and end the chaos that stalls growth.
by Gino Wickman 2007
4.13
17k+ ratings
Não Tenha Medo de Ser Chefe
by Bruce Tulgan • 2007
Most bosses are too hands-off. The fix: a daily hour of coaching, clear orders, and accountability.
3.88
916
Não Tenha Medo de Ser Chefe Summary
Não Tenha Medo de Ser Chefe 90%
Most bosses are too hands-off. The fix: a daily hour of coaching, clear orders, and accountability.
by Bruce Tulgan 2007
3.88
916 ratings
Procrastinate on Purpose
by Rory Vaden • 2015
You can't outwork the clock. But you can invest today's minutes to earn back more tomorrow.
3.93
1k+
Procrastinate on Purpose Summary
Procrastinate on Purpose 90%
You can't outwork the clock. But you can invest today's minutes to earn back more tomorrow.
by Rory Vaden 2015
3.93
1k+ ratings
What You Need to Know about Project Management
by Fergus O'Connell • 2011
A project manager's no-fluff playbook for goals, plans, resources, risk, and the art of saying no.
4.04
275
What You Need to Know about Project Management Summary
What You Need to Know about Project Management 90%
A project manager's no-fluff playbook for goals, plans, resources, risk, and the art of saying no.
by Fergus O'Connell 2011
4.04
275 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 Professional Agile Leader
by Ron Eringa • 2022
Agile asks leaders to dismantle the very authority that made them successful.
4.41
44
The Professional Agile Leader Summary
The Professional Agile Leader 90%
Agile asks leaders to dismantle the very authority that made them successful.
by Ron Eringa 2022
4.41
44 ratings
The Logical Thinking Process
by H. William Dettmer • 2007
A systematic method to identify and break the one bottleneck holding your entire organization back.
4.38
160
The Logical Thinking Process Summary
The Logical Thinking Process 90%
A systematic method to identify and break the one bottleneck holding your entire organization back.
by H. William Dettmer 2007
4.38
160 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 90%
The thinking before the doing is your real job. A toolkit for making it your edge.
by David Goldsmith 2012
3.76
159 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
Better Change
by Price Waterhouse Change Integration Team • 1994
Transform your organization by pulling every lever at once. The playbook that shows you how.
4
17
Better Change Summary
Better Change 90%
Transform your organization by pulling every lever at once. The playbook that shows you how.
by Price Waterhouse Change Integration Team 1994
4
17 ratings
Maximizing Project Value
by John C. Goodpasture • 2013
Finished isn't the same as valuable. A project manager's guide to building what actually lasts.
Maximizing Project Value Summary
Maximizing Project Value 90%
Finished isn't the same as valuable. A project manager's guide to building what actually lasts.
by John C. Goodpasture 2013
Process!
by Mike Paton • 2022
Stop firefighting. Document your core routines and build a business that scales without you.
3.97
369
Process! Summary
Process! 90%
Stop firefighting. Document your core routines and build a business that scales without you.
by Mike Paton 2022
3.97
369 ratings
The 12 Week Year
by Brian P. Moran • 2009
Annual plans invite delay. A 12-week cycle with weekly scoring creates the urgency to execute.
3.86
20k+
The 12 Week Year Summary
The 12 Week Year 90%
Annual plans invite delay. A 12-week cycle with weekly scoring creates the urgency to execute.
by Brian P. Moran 2009
3.86
20k+ ratings
HBR's 10 Must Reads on Strategy
by Michael E. Porter • 2010
Strategic plans lose a third of their value after approval. Ten articles trace the leak.
4.02
3k+
HBR's 10 Must Reads on Strategy Summary
HBR's 10 Must Reads on Strategy 90%
Strategic plans lose a third of their value after approval. Ten articles trace the leak.
by Michael E. Porter 2010
4.02
3k+ ratings
Project Management for the Unofficial Project Manager
by Kory Kogon • 2015
No authority, no training, no dedicated team: the project management system for the rest of us.
4.05
2k+
Project Management for the Unofficial Project Manager Summary
Project Management for the Unofficial Project Manager 90%
No authority, no training, no dedicated team: the project management system for the rest of us.
by Kory Kogon 2015
4.05
2k+ ratings
The Open Organization
by Jim Whitehurst • 2015
What open source taught a CEO: ditch hierarchy, let the best ideas win, fail faster.
4.09
682
The Open Organization Summary
The Open Organization 90%
What open source taught a CEO: ditch hierarchy, let the best ideas win, fail faster.
by Jim Whitehurst 2015
4.09
682 ratings
Pareto's Principle
by 50Minutes • 2015
Eighty percent of what you do barely matters. One chart identifies the twenty percent that does.
3.47
15
Pareto's Principle Summary
Pareto's Principle 90%
Eighty percent of what you do barely matters. One chart identifies the twenty percent that does.
by 50Minutes 2015
3.47
15 ratings
Results Without Authority
by Tom Kendrick • 2006
Your team answers to someone else. Build control from planning and metrics, not power.
3.84
3k+
Results Without Authority Summary
Results Without Authority 90%
Your team answers to someone else. Build control from planning and metrics, not power.
by Tom Kendrick 2006
3.84
3k+ ratings
Project Management Metrics, KPIs, and Dashboards
by Harold R. Kerzner • 2011
Dashboards that stop projects from flying blind: the value metrics your Gantt chart leaves out.
4.01
109
Project Management Metrics, KPIs, and Dashboards Summary
Project Management Metrics, KPIs, and Dashboards 90%
Dashboards that stop projects from flying blind: the value metrics your Gantt chart leaves out.
by Harold R. Kerzner 2011
4.01
109 ratings
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