First To The Top

Up on the world's highest mountain, the sky is as black as space and the air is almost too thin to breathe How did Ed, a shy boy from a tiny town in New Zealand, grow up to become the world's most famous mountaineer and adventurer? How did he climb Everest and do many other astonishing things? This exceptional picture book, written by internationally acclaimed children's author David Hill and illustrated by Phoebe Morris, tells the story of Sir Edmund Hillary and his climb to the top of Mount Everest. It's a story of courage, skill and determination, and an inspiration to anyone who dreams of reaching the top.

Mt. Everest is the highest mountain in the world. It is 29,000 feet (or 8,848 meters) high. Many people tried to climb Mt. Everest, but nobody could get to the top. Some people died climbing there. In May 1953, two men reached the top. They were Edmund Hillary, from New Zealand, and Tenzing Norgay, from Nepal.

On May 16, 2002, Phil and Susan Ershler reached the top of Mt. Everest and became the first couple in history to scale the fabled Seven Summits. What made their achievement all the more remarkable was that Susan was not a mountain climber, but a high-powered Fortune 500 executive who had never hiked or climbed until she met Phil at the age of 36. Phil, a professional mountain guide who was the first American to summit Everest from its treacherous north face, had climbed his whole life with Crohn's disease, a chronic, debilitating illness. Adding to these challenges, just before their final summit, Phil was diagnosed with colon cancer, and the resulting surgeries and complications were expected to end his career. This is Susan and Phil's story: a tale of love set in the mountains, a story of triumphal highs and devastating lows in quest of a seemingly impossible dream.

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.

Although separated from the modern reader by a full century, the First World War continues to generate controversy and interest as the great event upon which modern history pivoted. Not only did the war cull the European peoples of some of their best and brightest, it also led to the destruction of the Austro-Hungarian, German, Ottoman and Russian empires, and paved the way for the Second World War. This thought-provoking book explores ten alternate scenarios in which the course of the war is changed forever. How would the war have changed had the Germans not attacked France but turned their main thrust against Russia; had the Greeks joined the allies at Gallipoli; or had the British severed the communications of the Ottoman Empire at Alexandretta? What if there was a more decisive outcome at Jutland; if the alternative plans for the Battle of the Somme in 1916 had been put into effect; or if the Americans intervened in 1915, rather 1917? Expertly written by leading military historians, this is a compelling and credible look at what might have been.

The inspiring, life-changing bestseller by the author of LEADERS EAT LAST and TOGETHER IS BETTER. In 2009, Simon Sinek started a movement to help people become more inspired at work, and in turn inspire their colleagues and customers. Since then, millions have been touched by the power of his ideas, including more than 28 million who’ve watched his TED Talk based on START WITH WHY -- the third most popular TED video of all time. Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over? People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it. START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

Forget the 10,000 hour rule— what if it’s possible to learn the basics of any new skill in 20 hours or less? Take a moment to consider how many things you want to learn to do. What’s on your list? What’s holding you back from getting started? Are you worried about the time and effort it takes to acquire new skills—time you don’t have and effort you can’t spare? Research suggests it takes 10,000 hours to develop a new skill. In this nonstop world when will you ever find that much time and energy? To make matters worse, the early hours of prac­ticing something new are always the most frustrating. That’s why it’s difficult to learn how to speak a new language, play an instrument, hit a golf ball, or shoot great photos. It’s so much easier to watch TV or surf the web . . . In The First 20 Hours, Josh Kaufman offers a systematic approach to rapid skill acquisition— how to learn any new skill as quickly as possible. His method shows you how to deconstruct com­plex skills, maximize productive practice, and remove common learning barriers. By complet­ing just 20 hours of focused, deliberate practice you’ll go from knowing absolutely nothing to performing noticeably well. Kaufman personally field-tested the meth­ods in this book. You’ll have a front row seat as he develops a personal yoga practice, writes his own web-based computer programs, teaches himself to touch type on a nonstandard key­board, explores the oldest and most complex board game in history, picks up the ukulele, and learns how to windsurf. Here are a few of the sim­ple techniques he teaches: Define your target performance level: Fig­ure out what your desired level of skill looks like, what you’re trying to achieve, and what you’ll be able to do when you’re done. The more specific, the better. Deconstruct the skill: Most of the things we think of as skills are actually bundles of smaller subskills. If you break down the subcompo­nents, it’s easier to figure out which ones are most important and practice those first. Eliminate barriers to practice: Removing common distractions and unnecessary effort makes it much easier to sit down and focus on deliberate practice. Create fast feedback loops: Getting accu­rate, real-time information about how well you’re performing during practice makes it much easier to improve. Whether you want to paint a portrait, launch a start-up, fly an airplane, or juggle flaming chain­saws, The First 20 Hours will help you pick up the basics of any skill in record time . . . and have more fun along the way.