Fail

Inspired by her hugely popular podcast, How To Fail is Elizabeth Day’s brilliantly funny, painfully honest and insightful celebration of things going wrong.

NEW YORK TIMES BESTSELLER • “This is one of those books that will go down as the seminal work—the determinative work—in this field. . . . Terrifying.”—Rachel Maddow The first definitive account of the rise and fall of the Secret Service, from the Kennedy assassination to the alarming mismanagement of the Obama and Trump years, right up to the insurrection at the Capitol on January 6—by the Pulitzer Prize winner and #1 New York Times bestselling co-author of A Very Stable Genius and I Alone Can Fix It NAMED ONE OF THE BEST BOOKS OF THE YEAR BY THE WASHINGTON POST Carol Leonnig has been reporting on the Secret Service for The Washington Post for most of the last decade, bringing to light the secrets, scandals, and shortcomings that plague the agency today—from a toxic work culture to dangerously outdated equipment to the deep resentment within the ranks at key agency leaders, who put protecting the agency’s once-hallowed image before fixing its flaws. But the Secret Service wasn’t always so troubled. The Secret Service was born in 1865, in the wake of the assassination of Abraham Lincoln, but its story begins in earnest in 1963, with the death of John F. Kennedy. Shocked into reform by its failure to protect the president on that fateful day in Dallas, this once-sleepy agency was radically transformed into an elite, highly trained unit that would redeem itself several times, most famously in 1981 by thwarting an assassination attempt against Ronald Reagan. But this reputation for courage and excellence would not last forever. By Barack Obama’s presidency, the once-proud Secret Service was running on fumes and beset by mistakes and alarming lapses in judgment: break-ins at the White House, an armed gunman firing into the windows of the residence while confused agents stood by, and a massive prostitution scandal among agents in Cartagena, to name just a few. With Donald Trump’s arrival, a series of promised reforms were cast aside, as a president disdainful of public service instead abused the Secret Service to rack up political and personal gains. To explore these problems in the ranks, Leonnig interviewed dozens of current and former agents, government officials, and whistleblowers who put their jobs on the line to speak out about a hobbled agency that’s in desperate need of reform. “I will be forever grateful to them for risking their careers,” she writes, “not because they wanted to share tantalizing gossip about presidents and their families, but because they know that the Service is broken and needs fixing. By telling their story, they hope to revive the Service they love.”

Best Books About the Church from Byron Borger, Hearts and Minds Bookstore "I thought God had called me to plant this church. Why did we have to shut our doors after only three years?" "I was at my breaking point. Then I got the news that our nine-year-old daughter had leukemia. I would have quit ministry forever, but I had no other employable skills." "False accusations were made against me and my family, wrecking our reputation permanently and forcing us to leave not only the church, but move out of the area." "I've served my church for the past 27 years and I've grown that church from 150 to 24 people." What do we do when we've failed? Some ministries are shipwrecked by moral failures like affairs or embezzlement. But for most of us, the sense of failure is more ordinary: disillusionment, inadequacy, declining budgets, poor decisions, opposition, depression, burnout. Many pastors are deeply broken and wounded, and we come to doubt that God has any use for us. J.R. Briggs, founder of the Epic Fail Pastors Conference, knows what failure feels like. He has listened to pastors who were busted in a prostitution sting or found themselves homeless when ejected from ministry. With candid vulnerability, Briggs explores the landscape of failure, how it devastates us and how it transforms us. Without offering pat answers or quick fixes, he challenges our cultural expectations of success and gives us permission to grieve our losses. Somehow, in the midst of our pain, we are better positioned to receive the grace of healing and restoration.

What does God think of us when we fail? Steve Roy has had to face his own failures. But his failures also drove him deep into what God thinks about us and success. He found that a biblically grounded view of success and failure challenges our preconceived notions but leads to hopeful renewal that goes beyond what we often ask or think.

If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.

"Bold, bossy and bracing, Fail Fast, Fail Often is like a 200-page shot of B12, meant to energize the listless job seeker." —New York Times What if your biggest mistake is that you never make mistakes? Ryan Babineaux and John Krumboltz, psychologists, career counselors, and creators of the popular Stanford University course “Fail Fast, Fail Often,” have come to a compelling conclusion: happy and successful people tend to spend less time planning and more time acting. They get out into the world, try new things, and make mistakes, and in doing so, they benefit from unexpected experiences and opportunities. Drawing on the authors’ research in human development and innovation, Fail Fast, Fail Often shows readers how to allow their enthusiasm to guide them, to act boldly, and to leverage their strengths—even if they are terrified of failure.

'There is an honesty and a clarity in Joe Moran's book If You Should Fail that normalises and softens the usual blows of life that enables us to accept and live with them rather than be diminished/wounded by them' Julia Samuel, author of Grief Works and This Too Shall Pass 'Full of wise insight and honesty. Moran manages to be funny, erudite and kindly: a rare - and compelling - combination. This is the essential antidote to a culture obsessed with success. Read it' Madeleine Bunting Failure is the small print in life's terms and conditions. Covering everything from examination dreams to fourth-placed Olympians, If You Should Fail is about how modern life, in a world of self-advertised success, makes us feel like failures, frauds and imposters. Widely acclaimed observer of daily life Joe Moran is here not to tell you that everything will be all right in the end, but to reassure you that failure is an occupational hazard of being human. As Moran shows, even the supremely gifted Leonardo da Vinci could be seen as a failure. Most artists, writers, sports stars and business people face failure. We all will, and can learn how to live with it. To echo Virginia Woolf, beauty "is only got by the failure to get it . . . by facing what must be humiliation - the things one can't do." Combining philosophy, psychology, history and literature, Moran's ultimately upbeat reflections on being human, and his critique of how we live now, offers comfort, hope - and solace. For we need to see that not every failure can be made into a success - and that's OK.

Failure often presents a valuable learning opportunity, however, students may need motivational scaffolds to protect them from the negative psychological ramifications of failure. This work explored the effectiveness of a motivation-based intervention called an ego-protective buffer (EPB), that was designed to enhance persistence after failure. An ego-protective buffer (EPB) maintains a stable sense of competence by lessening the impact of failure on one's psyche. The specific instantiation of an EPB tested here was designed to elicit a combination of internal and external attributions for failure. External attributions protect one's sense of competence by averting the blame for failure away from the self, while internal attributions encourage students to take some responsibility for remedying the failure situation. Based on this theory, we embedded an EPB into the rule structure of a computer-based genetics game and unleashed it on 143 seventh graders. In the EPB condition, students were told that winning in the game was a probabilistic outcome, dependent on a combination of chance and skill on the part of the students. In the Control condition, students were told that winning in the game was a deterministic outcome, dependent on students' skill only. Students played the game during two class periods. Measures include pre- and posttests, motivational survey measures, and in-game behaviors. The EPB did have an effect on learning, but only amongst high-failing students. High-failing EPB students learned just as much as their low-failing counterparts. This was not so in the Control condition, where high-failing students learned far less than their low-failing counterparts. So the high-failing EPB group was behaving as if they were "buffered" from the effects of failure. We also found evidence of a possible mechanism behind this learning effect. In the high-failing EPB condition, students were equally likely to persist after success and failure, while in the Control condition, students were far more likely to persist after success, exhibiting risk averse behaviors. This difference was more exaggerated in a within-subjects comparison, contrasting the same individuals in situations of high and low failure. Finally, persistence after failure was associated with learning across the full sample of subjects. Regardless of condition or failure rate, students who persisted more after failure also learned more. This study, together with the author's related body of work, provides compelling evidence that an EPB is a viable intervention for encouraging persistence in the face of failure.