一個(gè)優(yōu)秀的管理者必然是一個(gè)善于學(xué)習(xí)的人，是能夠通過閱讀別人成功的經(jīng)驗(yàn)或者失敗的教訓(xùn)來不斷地更新自己的認(rèn)識(shí)和思維模式的人。英語是世界上使用范圍最廣的語言，在全世界出版業(yè)，用英語撰寫的書籍?dāng)?shù)量上占了絕對(duì)優(yōu)勢(shì)。

管理者們從專業(yè)走向卓越，離不開經(jīng)典書籍的指引，通過閱讀原版書籍，我們可以第一時(shí)間了解世界上發(fā)生的所有事情，而不用通過別人的轉(zhuǎn)述或加工。

本期泰普洛為您精選14本書堪稱必讀英文原版管理書籍，它們深刻地影響了一代代的管理者。

希望你能在一個(gè)充滿陽光的午后，斜靠在椅子上，泡一壺茶，打開一本英文原版書籍，同管理大師進(jìn)行智慧的對(duì)話。敬請(qǐng)enjoy：

01?《CEO都在干什么》

《The Tao of Coaching》

Max Landsberg

20世紀(jì)末，英國(guó)麥肯錫公司發(fā)起一個(gè)有關(guān)“分享”和“激勵(lì)”的培訓(xùn)項(xiàng)目，旨在加強(qiáng)員工的職業(yè)素質(zhì)和個(gè)人競(jìng)爭(zhēng)力。

馬克斯.蘭茨伯格作為該項(xiàng)目的負(fù)責(zé)人和麥肯錫董事，在綜合了28年培訓(xùn)經(jīng)驗(yàn)的基礎(chǔ)上，將此項(xiàng)目完善成書，該書迅即成為商業(yè)領(lǐng)域的經(jīng)典培訓(xùn)教材，譯成14種語言。

《CEO都在干什么》是以故事的手法，點(diǎn)出職場(chǎng)中出現(xiàn)的問題，并配以理論和實(shí)踐。在書中，主人公被委以重任，他在工作中不斷出現(xiàn)問題，隨著故事的層層深入，人們可以清晰地看到這些問題其實(shí)就出在自己身上。

那主人公是怎樣解決的，自己又該如何解決呢？書中的每一章都討論一種特定的技巧，這些技能正是個(gè)人職業(yè)生涯發(fā)展的基礎(chǔ)。

The essence and success of The Tao of Coaching has always been its focus on the practical tips and techniques for making work more rewarding through the habit of coaching - and this philosophy continues to underpin this brand new reissue.

The book's premise is simple: that to become an effective coach, managers and leaders need master only a few techniques, even though mastery obviously requires practice. Each chapter focuses on a specific technique - or Golden Rule - of coaching to help practice make perfect.

Tried and tested by generations within and beyond the workplace, this succinct and engaging book gives readers the tools to:

- create more time for themselves, by delegating well

- build, and enjoy working with, effective teams

- achieve better results

- enhance their interpersonal skills

It demonstrates that coaching is not simply a matter of helping others and improving performance, but is also a powerful force for self-development and personal fulfilment.

02 《六頂思考帽》

《Six Thinking Hats 》

Edward de Bono

《六頂思考帽》所強(qiáng)調(diào)的是一個(gè)非常簡(jiǎn)單的概念，它只能允許思考者在同一時(shí)間內(nèi)做一件事情。思考者要學(xué)會(huì)將邏輯與情感、創(chuàng)造與信息等區(qū)分開來。這一概念就是“六頂思考帽”的方法。戴上任意一頂帽子都代表著一種特定類型的思考方式。

優(yōu)秀團(tuán)隊(duì)和普通團(tuán)隊(duì)在集體智慧方面差異并不大，但在如何引導(dǎo)和激發(fā)集體智慧方面卻是天差地別。

這一方法可以幫助員工提高生產(chǎn)力。團(tuán)隊(duì)將學(xué)會(huì)怎樣把思考過程分為六個(gè)不同的方向。每一個(gè)方向與一頂特別顏色的“思考帽”相對(duì)應(yīng)，通過假想式的戴上或轉(zhuǎn)換“帽子”，輕而易舉地聚焦或轉(zhuǎn)換思考方向，使對(duì)話和會(huì)議主題清晰而富有成效，并且顯著地提高所有類型復(fù)雜溝通的效果。

Do you regularly find yourself in long, unstructured meetings which end without a decision? Are you a team leader looking for tips on increasing productivity? Or are you looking for ways to enhance collaboration?

six Thinking Hats, Edward de Bono's classic book on meetings, remains as relevant in 2019 as ever. Used to huge success by big companies and organisations such as IBM, Siemens and NASA, the Six-Hats method is a proven way to: - Reduce meeting length to one quarter of what they were previously - Make decisions in just 15 minutes, rather than 3 hours - Increase productivity by nearly 500%.

This extremely simple tool not only increases efficiency in discussions and decision-making, but also encourages openness and trust among colleagues, resulting in happier team, a rise in productivity, and decisions which almost make themselves.

03 《高效演講 斯坦福受歡迎的溝通課》

《As We Speak How to Make Your Point and Have It Stick?》

Peter Meyers

這是一個(gè)實(shí)用的、有能力的公共演講指南，讓你在生活的各個(gè)領(lǐng)域都成為一個(gè)更有效、更有說服力的溝通者。

世界上有很多聰明的人，他們的想法從來沒有被聽取過。這本書的目的是確保你不是他們中的一員。

即使對(duì)我們當(dāng)中zui自信的人來說，公開演講也可能是一項(xiàng)傷腦筋的考驗(yàn)。無論你是對(duì)著一大群人演講，還是在一群人當(dāng)中，還是在一對(duì)一的對(duì)話中，你交流想法的方式，就像想法本身一樣，都能決定你的成功或失敗。

A practical and empowering guide to public speaking and becoming a more effective, persuasive communicator in all areas of life.

The world is full of brilliant people whose ideas are never heard. This book is designed to make sure that you're not one of them.

Even for the most self-confident among us, public speaking can be a nerve-racking ordeal. Whether you are speaking to a large audience, within a group, or in a oneon- one conversation, the way in which you communicate ideas, as much as the ideas themselves, can determine success or failure.

In this invaluable guide from two of today's most sought-after communication experts, you'll learn to master three core principles that you can apply in a wide variety of situations:

Content: Construct a clear and lucid architecture of ideas that will lead your listener through a memorable emotional experience.

- Delivery: Use your voice and body in ways that engage your audience and naturally support your message.

- State: Bring yourself into peak performance condition. The way you feel when you perform is the most frequently overlooked component of communication.

Accessible, inspiring, and laden with useful tips, As We Speak will help you discover your authentic voice and learn to convey your ideas in the most powerful and unforgettable way possible.

04 《自我管理》

《Managing Oneself Harvard Business Review Classics》

Peter F. Drucker

本書對(duì)管理大師德魯克有關(guān)個(gè)人管理的思想做了權(quán)威解讀，特別是個(gè)人在工作方面的自我管理，藉此指導(dǎo)讀者提高績(jī)效、規(guī)劃人生。本書的實(shí)際案例對(duì)企業(yè)員工的思想改變、自我管理以及個(gè)人成長(zhǎng)給出了啟示。本書介紹了：認(rèn)識(shí)自己、有效學(xué)習(xí)和自我更新的方法；如何在確定價(jià)值觀的基礎(chǔ)上，努力投入工作，甚至成為頂尖人士；如何在組織中，通過個(gè)人的自我管理融入組織，創(chuàng)造高度的個(gè)人績(jī)效；如何有效決策和規(guī)劃人生的第二春。有效利用時(shí)間必做的三件事，有才華的人不一定有效率頂尖人士必須具備的五大心智，從卓越個(gè)人到出色團(tuán)隊(duì)發(fā)現(xiàn)上司的優(yōu)點(diǎn)有效決策的五個(gè)要素人生處處充滿第二春。改變現(xiàn)狀，由此翻開本書。

We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

05 《21世紀(jì)的管理挑戰(zhàn)》

《Management Challenges for the 21st Century》

Peter Drucker

《21世紀(jì)的管理挑戰(zhàn)》只涉及關(guān)鍵性的、決定性的、生死攸關(guān)的問題，和已經(jīng)成為主要挑戰(zhàn)的問題。本書將從以下6個(gè)方面深刻分析21世紀(jì)管理者面臨的挑戰(zhàn)：

- 管理的新范式
- 戰(zhàn)略：新的必然趨勢(shì)
- 變革的引導(dǎo)者
- 信息挑戰(zhàn)
- 知識(shí)工作者的生產(chǎn)率
- 自我管理

The Issues this book discusses, the new social, demographic and economic REALITIES, are not issues that GOVERNMENT can successfully deal with. Management Challenges for the 21st Centuryonly deals with critical, decisive, life-and-death issues, and issues that have become major challenges today. This book will deeply analyze the challenges faced by managers in the 21st century from the following six aspects:

- Management’s New Paradigms
- Strategy- The New Certainties
- The Change Leader
- Information Challenge
- Knowledge-Worker Productivity
- Managing Oneself

06 《德魯克日志》

《The Daily Drucker》

Peter F. Drucker

The Daily Drucker《德魯克日志》采擷了“現(xiàn)代管理學(xué)之父”德魯克先生畢生作品的精華，向我們提供了理解德魯克思想的金鑰匙。它不僅僅是對(duì)德魯克一生精髓的回顧，更是一本行動(dòng)手冊(cè)。正如德魯克自己寫到的：“書中每頁下端的‘行動(dòng)指南’是本書中非常重要的?！毕嘈抛x者能夠從中汲取靈感，從而改善自身的行動(dòng)、決策以及決策的成效。
理由：

- 德魯克先生畢生作品的精華
- 日志形式，一日一頁，有閱讀的節(jié)奏感
- 相對(duì)于長(zhǎng)篇累牘的作品，更容易隨時(shí)隨地閱讀

Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives,The Daily Drucker provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out his ideas on a broad swath of key topics, from time management, to innovation, to outsourcing, providing useful insights for each day of the year.

These 366 daily readings have been harvested from Drucker’s lifetime of work. At the bottom of each page, the reader will find an action point that spells out exactly how to put Drucker’s ideas into practice. It is as if the wisest and most action-oriented management consultant in the world is in the room, offering his timeless gems of advice. The Daily Drucker is for anyone who seeks to understand and put to use Drucker’s powerful words and ideas.

07 《管理的實(shí)踐》

《The Practice of Management》

Peter F. Drucker

The Practice of Management《管理的實(shí)踐》的根本目的在于通過對(duì)管理原則、責(zé)任和實(shí)踐的研究，探索如何建立有效的管理機(jī)制和制度。而衡量一個(gè)管理制度是否有效的標(biāo)準(zhǔn)就在于該制度能否將管理者個(gè)人特征的影響降低到限度。

貫穿全書的三條主線：
- 管理企業(yè)
- 管理管理者
- 管理員工和工作

德魯克的三個(gè)經(jīng)典提問：
- 我們的事業(yè)是什么？
- 我們的事業(yè)將是什么？
- 我們的事業(yè)究竟應(yīng)該是什么？

管理必須同時(shí)考慮三個(gè)方面的問題：
- 成果和績(jī)效，這是企業(yè)存在的目的
- 在企業(yè)內(nèi)部共同工作的人所形成的組織
- 外在社會(huì)，也就是企業(yè)的社會(huì)責(zé)任

THE manager is the dynamic, life-giving element in every business. Without his leadership the “resources of production” remain resources and never become production. In a competitive economy, above all, the quality and performance of the managers determine the success of a business, indeed they determine its survival. For the quality and performance of its managers is the only effective advantage an enterprise in a competitive economy can have.

Management is also a distinct and a leading group in industrial society. We no longer talk of “capital” and “l(fā)abor”; we talk of “management” and “l(fā)abor.” The “responsibilities of capital” have disappeared from our vocabulary together with the “rights of capita!”; instead, we hear of the “responsibilities of management,” and (a singularly hapless phrase) of the “prerogatives of management.” We are building up a comprehensive and distinct system of “education for management.” And when the Eisenhower Administration was formed in 1952, t was formed consciously as a “Management Administration.”

The emergence of management as an essential, a distinct and a leading institution is a pivotal event in social history. Rarely, if ever, has a new basic institution, a new leading group, emerged as fast as has management since the turn of this century. Rarely in human history has a new institution proven indispensable so quickly; and even less often has a new institution arrived with so little opposition, so little disturbance, so little controversy.

Management will remain a basic and dominant institution perhaps as long as ‘Western civilization itself survives. For management is not only grounded in the nature of the modern industrial system and in the needs of the modern business enterprise to which an industrial system must entrust its productive resources—both human and material. Management also expresses basic beliefs of modern Western society. It expresses the belief in the possibility of controlling man’s livelihood through systematic organization of economic resources. It expresses the belief that economic change can be made into the most powerful engine for human betterment and social justice— that, as Jonathan Swift first overstated it two hundred and fifty years ago, whoever makes two blades of grass grow where only one grew before deserves better of mankind than any speculative philosopher or metaphysical system builder.

08 《非對(duì)稱風(fēng)險(xiǎn) 風(fēng)險(xiǎn)共擔(dān) 應(yīng)對(duì)現(xiàn)實(shí)世界中的不確定性》

《Skin in the GameNassim Taleb》

Nassim Nicholas Taleb

非對(duì)稱風(fēng)險(xiǎn)指一些人把自己的行動(dòng)的風(fēng)險(xiǎn)轉(zhuǎn)移給別人，個(gè)人行為遭受承受的風(fēng)險(xiǎn)不對(duì)稱。簡(jiǎn)單而言就是不對(duì)自己的作為負(fù)責(zé)，而利用官僚系統(tǒng)或其他方法把風(fēng)險(xiǎn)（和后果）轉(zhuǎn)移給別人。作者多次引用生活上，如08年金融海嘯中袋袋平安的銀行家，學(xué)者，或者一些對(duì)政策如何轉(zhuǎn)變毫無責(zé)任的政策顧問（作者稱為“干預(yù)推手”）作例子，就是一些有權(quán)有勢(shì)的人做錯(cuò)了決定，但代價(jià)卻由一般百姓承受。

約3800年前，《漢謨拉比法典》向我們傳達(dá)出一條人類進(jìn)化的法則——在人與人的交往中建立對(duì)稱關(guān)系，以防止有人轉(zhuǎn)嫁隱藏的“尾部風(fēng)險(xiǎn)”。古往今來，人類的任何一條法律、任何一項(xiàng)教諭，也都是基于“對(duì)稱性”原則的，但實(shí)際上，非對(duì)稱風(fēng)險(xiǎn)也一直存在于人類歷史之中。塔勒布提出，人們?cè)诿鎸?duì)非對(duì)稱風(fēng)險(xiǎn)和外部壓力時(shí)，只有踐行“風(fēng)險(xiǎn)共擔(dān)”的原則，才能做出正確的決策，以應(yīng)對(duì)現(xiàn)實(shí)世界中的不確定性。

本書是《反脆弱》的延續(xù)，要強(qiáng)調(diào)的是，“你不必成為他人反脆弱性借以形成的工具”，不能成為他人建議的“小白鼠”，對(duì)于流行建議需要聽其言，觀其行，不能輕信盲從。書名副標(biāo)題“日常生活中隱藏的不對(duì)稱性”（Hidden Asymmetries in Daily Life），主要指的是風(fēng)險(xiǎn)承擔(dān)中存在的不對(duì)稱性，如果一個(gè)決策出現(xiàn)了錯(cuò)誤，有的人將承受高昂代價(jià)，有的人付出的代價(jià)較少。在塔勒布看來，這種風(fēng)險(xiǎn)承擔(dān)的不對(duì)稱，是社會(huì)不平衡的一個(gè)重要成因，有可能導(dǎo)致系統(tǒng)性崩潰。

《非對(duì)稱風(fēng)險(xiǎn)》這本書共包含四個(gè)主題：不確定性以及知識(shí)的可靠性；人類事務(wù)的對(duì)稱性原則，包括公平、正義、責(zé)任感、相互性；交易中的信息共享；復(fù)雜系統(tǒng)以及在現(xiàn)實(shí)世界中的理性。書中的內(nèi)容可謂是包羅萬象：主觀動(dòng)機(jī)分析、二手車買賣、道德倫理、契約理論、學(xué)術(shù)界以及現(xiàn)實(shí)世界的學(xué)習(xí)、康德法則、政府權(quán)力、風(fēng)險(xiǎn)科學(xué)、知識(shí)分子與現(xiàn)實(shí)世界的互動(dòng)、政府責(zé)任、社會(huì)正義、期權(quán)理論、基本人權(quán)、狗屎的供應(yīng)商、神學(xué)……

#1 NEW YORK TIMES BESTSELLER - A bold work from the author of The Black Swan that challenges many of our long-held beliefs about risk and reward, politics and religion, finance and personal responsibility

In his most provocative and practical book yet, one of the foremost thinkers of our time redefines what it means to understand the world, succeed in a profession, contribute to a fair and just society, detect nonsense, and influence others. Citing examples ranging from Hammurabi to Seneca, Antaeus the Giant to Donald Trump, Nassim Nicholas Taleb shows how the willingness to accept one's own risks is an essential attribute of heroes, saints, and flourishing people in all walks of life.

As always both accessible and iconoclastic, Taleb challenges long-held beliefs about the values of those who spearhead military interventions, make financial investments, and propagate religious faiths. Among his insights:

- For social justice, focus on symmetry and risk sharing. You cannot make profits and transfer the risks to others, as bankers and large corporations do. You cannot get rich without owning your own risk and paying for your own losses. Forcing skin in the game corrects this asymmetry better than thousands of laws and regulations

- Ethical rules aren't universal. You're part of a group larger than you, but it's still smaller than humanity in general

- Minorities, not majorities, run the world. The world is not run by consensus but by stubborn minorities imposing their tastes and ethics on others

- You can be an intellectual yet still be an idiot. "Educated philistines" have been wrong on everything from Stalinism to Iraq to low-carb diets

- Beware of complicated solutions (that someone was paid to find). A simple barbell can build muscle better than expensive new machines

- True religion is commitment, not just faith. How much you believe in something is manifested only by what you're willing to risk for it

The phrase "skin in the game" is one we have often heard but rarely stopped to truly dissect. It is the backbone of risk management, but it's also an astonishingly rich worldview that, as Taleb shows in this book, applies to all aspects of our lives.

The symmetry of skin in the game is a simple rule that's necessary for fairness and justice, and the ultimate BS-buster.

Never trust anyone who doesn't have skin in the game. Without it, fools and crooks will benefit, and their mistakes will never come back to haunt them.

09 《創(chuàng)新者的窘境困境》

《The Innovator's Dilemma》

Clayton M. Christensen

縱觀全球商業(yè)史，不乏許多在叱咤風(fēng)云中突然倒閉的行業(yè)巨頭。

面對(duì)市場(chǎng)變化和新技術(shù)的挑戰(zhàn)，這些管理良好、認(rèn)真傾聽客戶意見、積極投資技術(shù)研發(fā)的成熟企業(yè)，反而輸給了其他采用破壞性技術(shù)的新興企業(yè)，并逐漸喪失市場(chǎng)主導(dǎo)權(quán)。這就是“創(chuàng)新者的窘境”。

在這本書中，管理學(xué)大師克里斯坦森分析了計(jì)算機(jī)、汽車、鋼鐵、零售等多個(gè)行業(yè)的創(chuàng)新模式，并提出了決定企業(yè)成敗的兩個(gè)重要概念：

- 延續(xù)性技術(shù)：根據(jù)主流客戶需求，不斷延續(xù)或強(qiáng)化產(chǎn)品性能的技術(shù)

- 破壞性技術(shù)：滿足低端市場(chǎng)的客戶需求，或者為了新市場(chǎng)而開發(fā)的技術(shù)。

- 價(jià)值網(wǎng)絡(luò)：利益相關(guān)者組成的關(guān)系，包括客戶、產(chǎn)品、技術(shù)、組織。價(jià)值網(wǎng)絡(luò)決定了企業(yè)的能力和局限。

要想避免被競(jìng)爭(zhēng)對(duì)手顛覆，企業(yè)必須牢記五大原則，以此決定何時(shí)使用哪種技術(shù)，何時(shí)不盲從于客戶，何時(shí)轉(zhuǎn)向性能較低、利潤(rùn)空間較小的產(chǎn)品，何時(shí)成立獨(dú)立機(jī)構(gòu)，制定新的流程和價(jià)值觀。

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors A Wall Street Journal and Businessweek bestseller. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations. The bestselling classic on disruptive innovation, by renowned author Clayton M. Christensen. His work is cited by the world's best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller--one of the most influential business books of all time--innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right--yet still lose market leadership. Christensen explains why most companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices.

Offering both successes and failures from leading companies as a guide, The Innovator's Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation. Sharp, cogent, and provocative--and consistently noted as one of the most valuable business ideas of all time--The Innovator's Dilemma is the book no manager, leader, or entrepreneur should be without.

10 《堅(jiān)毅》

《Grit: The Power of Passion and Perseverance》

Angela Duckworth

很多人認(rèn)為，成功的要素在于智商與情商。但賓夕法尼亞大學(xué)心理學(xué)副教授安杰拉?達(dá)克沃思通過研究發(fā)現(xiàn)，堅(jiān)毅的品質(zhì)對(duì)成功起到了關(guān)鍵性的作用。

達(dá)克沃思教授從2007年開始對(duì)“堅(jiān)毅”（GRIT）進(jìn)行研究，她的研究成果已發(fā)布在美國(guó)各大學(xué)術(shù)雜志上。她認(rèn)為，堅(jiān)毅比天賦更能預(yù)測(cè)一個(gè)人未來的表現(xiàn)。在遇到挫折、失敗時(shí)，仍能堅(jiān)持不懈地朝著自己的目標(biāo)努力，這才是決定長(zhǎng)期成功的因素。

本書基于大量研究案例，同時(shí)也引用了作者的親身經(jīng)歷及她采訪過的諸多堅(jiān)毅典范，包括商業(yè)精英、藝術(shù)家、教育家、運(yùn)動(dòng)員及軍事家等。事實(shí)證明，我們不僅可以通過訓(xùn)練提高自己的堅(jiān)毅指數(shù)，而且應(yīng)該從孩子的教育階段就開始重視堅(jiān)毅品質(zhì)的培養(yǎng)，比如多讓孩子參加課外活動(dòng)，并且一定要讓他們?cè)谀稠?xiàng)課外活動(dòng)中堅(jiān)持一年以上的時(shí)間。

本書能夠讓我們看到關(guān)于成功的另一面，那就是：發(fā)現(xiàn)自己的興趣所在，找到自己的人生使命，在挫敗中不斷磨煉自己，成為一個(gè)堅(jiān)毅的人，擁有自己想要的生活。

In this must-read for anyone seeking to succeed, pioneering psychologist Angela Duckworth takes us on an eye-opening journey to discover the true qualities that lead to outstanding achievement. Winningly personal, insightful and powerful, Grit is a book about what goes through your head when you fall down, and how that – not talent or luck – makes all the difference.

11 《認(rèn)識(shí)自己 接納自己》

《What You Can Change and What You Can't》

Martin E. P Seligman

每個(gè)人都是不的，但這并不影響人們與家人、朋友、同事的生活與溝通。我們很強(qiáng)大，可以扮演不同的角色，快樂的、悲傷的、憤怒的、貪婪的、自私的，所有的這些都是為了一點(diǎn)點(diǎn)的慰藉與滿足。如果有人是的，那他就是幸福的?？墒牵蠖鄶?shù)人都不知道自己，因?yàn)槲覀兊难孕卸疾粚儆谖覀冏约骸?/p>

本書What You Can Change and What You Can't:The Complete Guide to Successful Self-Improvement《認(rèn)識(shí)自己，接納自己》是積極心理學(xué)之父、美國(guó)心理協(xié)會(huì)主席馬丁?塞利格曼（Martin E. P Seligman）的著作，也是其“幸?？茖W(xué)四部曲”的第2部。塞利格曼用他自己的幸福觀，讓我們更真實(shí)地認(rèn)識(shí)自己，從而更坦誠(chéng)地接納自己！
媒體評(píng)論：

“塞利格曼的書是新世紀(jì)人類行為的指南?？催^他的書的人，不管是門外漢還是人士都會(huì)受惠。這本書不僅包含了具體的自我評(píng)估工具，而且語言生動(dòng)、風(fēng)趣，道出了活出真我的涵義?！薄Ｋ官澨孛坠?，心流之父

“心理學(xué)終于認(rèn)真地研究了‘幸?！?。塞利格曼博士送給我們一盞明燈，指引我們不斷找尋多姿多彩的生活?！薄つ釥枴じ?duì)柭?，情商之?/p>

“由本世紀(jì)有創(chuàng)意、有影響力的心理學(xué)家寫成的作品。他在幸福的本質(zhì)上，闡述了不少精辟的科學(xué)見解及個(gè)人反思?！薄返俜摇て娇?，書《語言本能》的作者

In the climate of self-improvement that pervades our culture, there is an overwhelming amount of information about treatments for everything from alcohol abuse to sexual dysfunction. Much of this information is exaggerated if not wholly inaccurate. As a result, people who try to change their own troubling conditions often experience the frustration of mixed success, success followed by a relapse, or outright failure.

To address this confusion, Martin Seligman has meticulously analyzed the most authoritative scientific research on treatments for alcoholism, anxiety, weight loss, anger, depression, and a range of phobias and obsessions to discover what is the most effective way to address each condition. He frankly reports what does not work, and pinpoints the techniques and therapies that work best for each condition, discussing why they work and how you can use them to make long lasting change. Inside you’ll discover the four natural healing factors for recovering from alcoholism; the vital difference between overeating and being overweight; the four therapies that work for depression, the pros and cons of anger—and much more.

Wise, direct, and very useful, What You Can Change and What You Can’t will help anyone who seeks to change.

12 《創(chuàng)業(yè)維艱》

《The Hard Thing About Hard Things》

Ben Horowitz

如何解雇高管？

應(yīng)該從好朋友的公司挖人嗎？
該不該招人士？
順境CEO/戰(zhàn)時(shí)CEO分別該怎么辦？
如何規(guī)劃你的企業(yè)文化？
你該賣掉你的公司嗎？

這些是創(chuàng)業(yè)者和企業(yè)管理者每天都會(huì)遇到的難題，但商學(xué)院里卻從來不會(huì)教你，也極少有人誠(chéng)懇地告訴你創(chuàng)業(yè)的華麗外衣之下難以想象的艱辛。在The Hard Thing About Hard Things《創(chuàng)業(yè)維艱：如何完成比難更難的事》中，本·霍洛維茨，硅谷令人敬佩的企業(yè)家之一，就如何建立和經(jīng)營(yíng)一家創(chuàng)業(yè)公司給出了實(shí)用的建議。

他從自己的創(chuàng)業(yè)經(jīng)歷講起，以自己在硅谷20余年的創(chuàng)業(yè)、管理和投資經(jīng)驗(yàn)，對(duì)創(chuàng)業(yè)公司（尤其是互聯(lián)網(wǎng)公司）的創(chuàng)立、經(jīng)營(yíng)、人才選拔、企業(yè)文化、銷售、CEO與董事會(huì)的關(guān)系等方方面面，毫無保留地奉上自己的經(jīng)驗(yàn)之談。他還談到了與比爾·坎貝爾、安迪·拉切列夫、邁克爾·奧維茨等硅谷CEO和投資人的交往經(jīng)歷，從他們身上學(xué)到的寶貴經(jīng)驗(yàn)，以及他和馬克·安德森這對(duì)拍檔如何能夠一起奮斗近20年仍合作得這么好。

大多數(shù)管理書都是告訴你如何做正確的事，不把事情搞砸，而本·霍洛維茨還會(huì)告訴你：當(dāng)事情已經(jīng)搞砸時(shí)，你該怎么辦。

A lot of people talk about how great it is to start a business, but only Ben Horowitz is brutally honest about how hard it is to run one.

InThe Hard Thing About Hard Things, Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley’s most respected and experienced entrepreneurs, draws on his own story of founding, running, selling, buying, managing, and investing in technology companies to offer essential advice and practical wisdom for navigating the toughest problems business schools don’t cover. His blog has garnered a devoted following of millions of readers who have come to rely on him to help them run their businesses. A lifelong rap fan, Horowitz amplifies business lessons with lyrics from his favorite songs and tells it straight about everything from firing friends to poaching competitors, from cultivating and sustaining a CEO mentality to knowing the right time to cash in.

His advice is grounded in anecdotes from his own hard-earned rise—from cofounding the early cloud service provider Loudcloud to building the phenomenally successful Andreessen Horowitz venture capital firm, both with fellow tech superstar Marc Andreessen (inventor of Mosaic, the Internet’s first popular Web browser). This is no polished victory lap; he analyzes issues with no easy answers through his trials, including：

- demoting (or firing) a loyal friend
- whether you should incorporate titles and promotions, and how to handle them
- if it’s OK to hire people from your friend’s company
- how to manage your own psychology, while the whole company is relying on you
- what to do when smart people are bad employees
- why Andreessen Horowitz prefers founder CEOs, and how to become one
- whether you should sell your company, and how to do it

Filled with Horowitz’s trademark humor and straight talk, and drawing from his personal and often humbling experiences,The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures.

13 《黑天鵝 : 如何應(yīng)對(duì)不可預(yù)知的未來》

《The Black Swan》

Nassim Nicholas Taleb

所謂黑天鵝，是指看似極不可能發(fā)生的事件

它具三大特性：不可預(yù)測(cè)性；衝擊力強(qiáng)大；以及，一旦發(fā)生之后，我們會(huì)編造出某種解釋，使它看起來不如實(shí)際上那麼隨機(jī)，而且更易于預(yù)測(cè)。

Google的驚人成就就是一個(gè)黑天鵝事件；九一一也是。作者認(rèn)為黑天鵝潛藏在幾乎每一件事的背后——從宗教之興起，到我們個(gè)人生活中的大小事件。

為什麼要等到事情發(fā)生之后，我們才認(rèn)得出黑天鵝現(xiàn)象呢？部分的答案是，在應(yīng)該注意普遍現(xiàn)象時(shí)，人們長(zhǎng)久以來卻習(xí)慣注意特定事件。

我們習(xí)慣注意已經(jīng)知道的事情，卻一而再再而三忽略我們所不知道的事情。因此，我們無法真正地評(píng)估機(jī)會(huì)；我們很容易將事情簡(jiǎn)化、予以敘述、分類；而且我們不夠開放，沒能珍視那些能夠想像「不可能事物」的人。

多年來，作者一直在研究我們是怎樣欺騙自己，以為自己知道的比實(shí)際上知道的還多。我們總是只看到無足輕重的事情，而大的事件卻繼續(xù)在你我的驚嘆聲中出現(xiàn)，并形塑著這個(gè)世界。

本書試圖解釋我們對(duì)于「我們所不知道的事物」所知道的一切。作者提出簡(jiǎn)單得令人吃驚的技巧，協(xié)助讀者面對(duì)黑天鵝現(xiàn)象，并從這些意外的大事件獲益。

優(yōu)雅、驚艷，且應(yīng)用廣泛，《黑天鵝》猛力衝擊了文化業(yè)、社交圈和知識(shí)界，成為瑯瑯上口、被廣為引用的概念和詞彙。

作者提出違反直覺卻實(shí)用的作法，能提高社會(huì)和我們自己對(duì)黑天鵝事件的免疫力，得以在極端世界中生存。

《黑天鵝》已改變了許多人的世界觀，生活在黑天鵝事件層出不窮的世界，每個(gè)人都該讀這本書。

What have the invention of the wheel, Pompeii, the Wall Street Crash, Harry Potter and the internet got in common? Why are all forecasters con-artists? What can Catherine the Great's lovers tell us about probability? Why should you never run for a train or read a newspaper? This book is all about Black Swans: the random events that underlie our lives, from bestsellers to world disasters. Their impact is huge; they're impossible to predict; yet after they happen we always try to rationalize them. A rallying cry to ignore the experts', The Black Swan shows us how to stop trying to predict everything ndash; and take advantage of uncertainty.

14 《學(xué)會(huì)提問（第11版）》

《Asking The Right Questions》

M.，Neil，Browne

本書具有簡(jiǎn)明扼要、清楚易懂以及篇幅短小的特色。這本小書出色地完成了它的既定目標(biāo)——傳授批判性思考和提問的技能。40多年向?qū)W生傳授批判性思維技能的經(jīng)驗(yàn)也讓我們確信，盡管學(xué)生們能力有差異、術(shù)業(yè)有專攻，只要我們用簡(jiǎn)單易懂的方法向他們傳授批判性思維的技能，他們很快就能成功地將其應(yīng)用于各種實(shí)踐。在學(xué)以致用的過程中，他們的信心逐步增強(qiáng)，在重大社會(huì)問題和個(gè)人問題方面，他們做出理性抉擇的能力也與日俱增，哪怕面對(duì)從前極少經(jīng)歷過的重大問題，他們也一樣可以應(yīng)對(duì)自如。

雖然本書主要是從我們的課堂教學(xué)經(jīng)驗(yàn)中總結(jié)出來的，但它的目標(biāo)在于指導(dǎo)絕大多數(shù)人培養(yǎng)更佳的閱讀和傾聽習(xí)慣。對(duì)于它旨在培養(yǎng)的種種技能，任何一個(gè)不盲從、盲信的讀者都需要將之拿來用作理性判斷的基礎(chǔ)。本書所反復(fù)強(qiáng)調(diào)的批判性問題可以提高我們的論證能力，不管我們受過的正規(guī)教育有多少。你在書里的收獲，相信會(huì)大大出乎你的意料。

The habits and attitudes associated with critical thinking are transferable to consumer, medical, legal, and general ethical choices. When our surgeon says surgery is needed, it can be life sustaining to seek answers to the critical questions encouraged in Asking the Right Questions This popular book helps bridge the gap between simply memorizing or blindly accepting information, and the greater challenge of critical analysing the things we are told and read. It gives strategies for responding to alternative points of view and will help readers develop a solid foundation for making personal choices about what to accept and what to reject.

15 《管理的秘密》

《Management Secrets》

Michael Heath

Management Secrets《管理的秘密》內(nèi)容包括：
- 如何建立一個(gè)有目標(biāo)規(guī)劃的團(tuán)隊(duì)
- 如何成功地管理個(gè)人、團(tuán)隊(duì)和項(xiàng)目
- 如何樹立清晰的目標(biāo)，并給予有質(zhì)量的反饋
- 如何在預(yù)支范圍內(nèi)按時(shí)完成任務(wù)
- 如何走出各種困境

Management secretsincludes how to:
- Build a goal-oriented team
- Successfully manage individuals, teams and projects
- Set clear goals and give quality feedback
- Get things done on time and on budget
- Deal with difficult situations

People Management Secrets《人力資源管理的秘密》：
如何與你的下屬建立良好的工作關(guān)系？如何針對(duì)不同類型的員工進(jìn)行管理？專家和高層人員使用的管理訣竅。本書內(nèi)容包括：
- 如何成為一個(gè)令人信服的領(lǐng)導(dǎo)

- 如何了解可以激勵(lì)下屬的動(dòng)機(jī)
- 如何樹立有意義且具有挑戰(zhàn)性的目標(biāo)
- 如何處理沖突，使每個(gè)人都有所進(jìn)步

People Management Secrets includes how to:
- Be a leader who people want to follow
- Understand what motivates people
- Set meaningful, challenging goals
- Deal with conflict and improve everyone’s performance

Project Management Secrets《項(xiàng)目管理的秘密》，內(nèi)容包括：
- 如何交付一個(gè)成功的項(xiàng)目
- 如何與各級(jí)同事進(jìn)行有效的交流
- 如何應(yīng)對(duì)各種變化并控制“范圍漸變”
- 如何識(shí)別并解決危機(jī)
- 如何管理普通項(xiàng)目的方法

Project Management Secrets includes how to:
- Deliver a successful project
- Communicate effectively at all levels
- Manage changes and control ‘scope creep’
- Identify and deal with risks
- Work with common project method

Communication Secrets《溝通的秘密》：

如何快速獲取別人的信任？如何達(dá)到銷售和談判目的？人士將與你分享溝通交流的技巧。本書內(nèi)容包括：

1.如何用肢體語言與他人建立融洽的關(guān)系；
2.如何與客戶和同事打交道；
3.如何在銷售或談判中得到你想要的東西；
4.如何在會(huì)議和演講中表現(xiàn)出色；
5.如何掌握電子郵件和書面交流。

Communication secrets includes how to:
1.Use body language to build rapport with anyone
2.Deal with clients and colleagues at all levels
3.Get what you want in sales or negotiation
4.Excel in meetings and presentations
5.Master email and written communication

Leadership Secrets《領(lǐng)導(dǎo)力的秘密》
如何塑造自己的領(lǐng)導(dǎo)風(fēng)格？如何帶領(lǐng)團(tuán)隊(duì)走出危機(jī)？人士與你分享的秘密。本書內(nèi)容包括：
1.如何養(yǎng)成你的領(lǐng)導(dǎo)風(fēng)格；
2.如何為你的部門確定戰(zhàn)略目標(biāo)；
3.如何激勵(lì)和管理各種規(guī)模的團(tuán)隊(duì)；
4.如何營(yíng)造一個(gè)結(jié)果和責(zé)任的文化；
5.如何帶領(lǐng)企業(yè)走出危機(jī)。

Leadership secrets includes how to:
1.Develop your leadership style
2.Identify strategic goals for your department
3.Motivate and manage teams of all sizes
4.Build a culture of results and responsibility
5.Lead the way out of a crisis

Negotiating Secrets《談判的秘密》
如何理解你的潛在對(duì)手或伙伴？如何解讀身體語言？人士與你分享談判的秘訣。本書內(nèi)容包括：
1.如何確定談判可能出現(xiàn)的變量；
2.如何避免常見的陷阱；
3.如何使用并解釋身體語言；
4.如何和難以相處的人打交道；
5.如何達(dá)成雙贏的局面。

Negotiating Secrets includes how to:
1.Identify negotiating variables
2.Avoid common pitfalls
3.Use and interpret body language
4.Handle difficult people
5.Achieve brilliant win-win outcomes

Presenting Secrets《演講的秘密》
如何獲得好的演講效果？如何評(píng)估你的聽眾和他們的反應(yīng)？人士與你分享演講的秘訣。本書內(nèi)容包括：
1.如何自信地演講；
2.如何評(píng)估你的聽眾及其反應(yīng)；
3.如何準(zhǔn)備能獲得良好反響的演講；
4.如何運(yùn)用你的聲音和肢體語言完成表達(dá)；
5.如何使用視覺輔助工具并解決問題。

Presenting Secrets includes how to:
1.Approach presenting with confidence
2.Assess your audience and its reactions
3.Prepare presentations for maximum impact
4.Use your voice and body to make your point
5.Use visual aids and handle questions

Selling Secrets《銷售的秘密》
如何用產(chǎn)品來滿足客戶的需要？如何增加客戶回訪量？如何開發(fā)新客戶？人士與你分享銷售的秘訣。本書內(nèi)容包括：
1.如何適當(dāng)?shù)赝其N你的產(chǎn)品；
2.如何使用肢體語言來建立融洽的關(guān)系；
3.如何談判并完成交易；
4.如何讓你的客戶成為回頭客；
5.如何發(fā)展新的商業(yè)關(guān)系。

Selling Secretsincludes how to:
1.Pitch your product appropriately
2.Use body language to build rapport
3.Negotiate and close the deal
4.Keep your customers coming back for more
5.Develop new business relationships

Marketing Secrets《市場(chǎng)營(yíng)銷的秘密》
如何利用新技術(shù)進(jìn)行營(yíng)銷？如何為產(chǎn)品確立目標(biāo)市場(chǎng)？人士會(huì)與你分享營(yíng)銷的秘密。本書內(nèi)容包括：
1.如何將產(chǎn)品準(zhǔn)確定位于目標(biāo)市場(chǎng)；
2.如何制定出色的市場(chǎng)規(guī)劃；
3.如何打造令人驚嘆的品牌營(yíng)銷材料；
4.如何用令人難忘的宣傳建立消費(fèi)者的市場(chǎng)興趣；
5.如何合理利用新科技的優(yōu)勢(shì)。

Marketing secrets includes how to:
1.Position your product for a target market
2.Build a brilliant marketing plan
3.Create stunning branded marketing materials
4.Use memorable publicity to build market interest
5.Take advantage of new technology

Finance Basics Secrets《財(cái)務(wù)基礎(chǔ)的秘密》
如何從財(cái)務(wù)報(bào)告分析業(yè)務(wù)？如何理解會(huì)計(jì)用語？人士與你分享財(cái)務(wù)基礎(chǔ)知識(shí)。本書內(nèi)容包括：
1.如何閱讀財(cái)務(wù)報(bào)表；
2.如何分析業(yè)務(wù)性能；
3.如何評(píng)估一個(gè)企業(yè)的市場(chǎng)價(jià)值；
4.如何創(chuàng)造并增長(zhǎng)利潤(rùn)；
5.如何管理和改善現(xiàn)金流。

Finance Basics Secrets includes how to:
1.Read financial statements
2.Analyse a business’s performance
3.Estimate a business’s market value
4.Make and increase profit
5.Manage and improve cash flow

泰普洛領(lǐng)導(dǎo)力簡(jiǎn)介：

泰普洛領(lǐng)導(dǎo)力成立于2002年，是國(guó)內(nèi)高端領(lǐng)導(dǎo)力發(fā)展機(jī)構(gòu)。我們致力于提升高管團(tuán)隊(duì)領(lǐng)導(dǎo)力和喚醒組織潛力，融合高管教練、內(nèi)部私董會(huì)、定制化內(nèi)訓(xùn)、領(lǐng)導(dǎo)力測(cè)評(píng)等多種服務(wù)形式為一體，為本地和跨國(guó)企業(yè)提供持續(xù)創(chuàng)新的領(lǐng)導(dǎo)力綜合解決方案。