No Authority

The #1 New York Times bestselling author of Never Eat Alone redefines collaboration with a radical new workplace operating system in which leadership no longer demands an office, an official title, or even a physical workplace. “An actionable methodology for any team to thrive during the decade of exponential change ahead.”—Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of Abundance, Bold, and The Future Is Faster Than You Think In times of stress, we have a choice: we can retreat further into our isolated silos, or we can commit to “going higher together.” When external pressures are mounting, and employees are working from far-flung locations across the globe, says bestselling author Keith Ferrazzi, we can no longer afford to waste time navigating the complex chains of command or bureaucratic bottlenecks present in most companies. But when we choose the bold new methodology of co-elevation as our operating model, we unlock the potential to boost productivity, deepen commitment and engagement, and create a level of trust, mutual accountability, and purpose that exceeds what could have been accomplished under the status quo. And you don’t need any formal authority to do it. You simply have to marshal a commitment to a shared mission and care about the success and development of others as much as you care about your own. Regardless of your title, position, or where or how you work, the ability to lead without authority is an essential workplace competency. Here, Ferrazzi draws on over a decade of research and over thirty years helping CEOs and senior leaders drive innovation and build high-performing teams to show how we can all turn our colleagues and partners into teammates and truly reboot the way we work together.

For project managers looking to establish credibility and drive winning results, author Tom Kendrick’s groundbreaking system provides the key to leading cross-functional, outsourced, and other types of teams through every stage of the project cycle. Results Without Authority is the definitive book on control--teaching the three principal levels of control, including project process, influence, and metrics, among other important areas. You learn the surefire way to keep projects moving forward: by relying only on these factors. The book’s completely updated second edition includes new information on: agile methods and evolving project management tools, strategies for working with virtual teams, analytical versus “blink” decision processes, the use (and misuse) of social media in project environments, and the myth of multitasking. For project leaders lacking clear-cut authority, getting everyone on board--and keeping them there--can be a challenge. Whether you’re managing small, team-level projects or major organizational initiatives, Results Without Authority is the must-have guide to getting the best outcomes for your company.

Originally published in 1870, this essay by the American anarchist and political philosopher Lysander Spooner is here reproduced. Described by Murray Rothbard as “the greatest case for anarchist political philosophy ever written”, Spooner’s lengthy essay is still referenced by anarchists and philosophers today. In it, he argues that the American Civil War violated the US Constitution, thus rendering it null and void. An indispensable read for political historians both amateur and professional alike. Many of the earliest books, particularly those dating back to the 1900s and before, are now extremely scarce and increasingly expensive. We are republishing these classic works in affordable, high quality, modern editions, using the original text and artwork.

Democracy is not naturally plausible. Why turn such important matters over to masses of people who have no expertise? Many theories of democracy answer by appealing to the intrinsic value of democratic procedure, leaving aside whether it makes good decisions. In Democratic Authority, David Estlund offers a groundbreaking alternative based on the idea that democratic authority and legitimacy must depend partly on democracy's tendency to make good decisions. Just as with verdicts in jury trials, Estlund argues, the authority and legitimacy of a political decision does not depend on the particular decision being good or correct. But the "epistemic value" of the procedure--the degree to which it can generally be accepted as tending toward a good decision--is nevertheless crucial. Yet if good decisions were all that mattered, one might wonder why those who know best shouldn't simply rule. Estlund's theory--which he calls "epistemic proceduralism"--avoids epistocracy, or the rule of those who know. He argues that while some few people probably do know best, this can be used in political justification only if their expertise is acceptable from all reasonable points of view. If we seek the best epistemic arrangement in this respect, it will be recognizably democratic--with laws and policies actually authorized by the people subject to them.

About the Contributor(s): Peter Taylor Forsyth (1848-1921) preached and pastored for twenty five years before becoming principal of Hackney College in London where he taught systematic theology and preaching. Forsyth converted from theological liberalism to classical Christianity in the mid-1880s. The theological transition was, in his own words, from a lover of love to an object of grace. A theologian of the cross, Forsyth is well known for his publications The Work of Christ, Cruciality of the Cross, and The Person and Place of Jesus Christ.

In organizations today, getting work done requires political and collaborative skills. That’s why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the “currencies” they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources.