This is a book that uses a lot of research and interviews to show that the biggest problem of todays business world is actually bad hiring.
"Get rid of the carrot and the stick" is actually a great book for people that are already committed to building an organization that empowers its people and wants to become better by maximizing its people and their potential, instead of just using them to try and maximize one's profit. However, this is a book that will probably not inspire you to do this. I would advise reading it after "Leaders Eat Last" by Simon Sinek.
This book was actually recommended to me by a person I met while working on one of our startup projects. As a company we felt we do not need to set any business hours. We wanted everyone to feel that they can come to work and leave work any time they please. People did not abuse this and they usually stayed in the office longer than required. I have been putting in long hours but I always felt there is so much more work to be done and felt guilty that I have not done enough that day. Fiore's book is revolutionary because it gives a new definition of procrastination: "Procrastination is a mechanism for coping with the anxiety associated with starting or completing any task or decision." Many people believe that overcoming procrastination is simple: just work harder. The implication is that procrastinators are simply people who aren't working hard enough or who don't have a system in place that helps them to work hard enough.
I always enjoyed watching Simon Sinek speak on TED and other venues and this book was based on some of the best thoughts from his presentations.
Simon points out how the principle cause of failure among organizations is the tendency to focus more on numbers and short-term results than we do on people.
By simply making the effort to help the people on our team more often, and show them that we truly care about them, we can start the process of creating an entire team or organization of people who trust each other. This not only makes the team or organization significantly more effective, it also transforms work from something we may dread into something we wake up excited about.
"First, Break All The Rules: What the World's Greatest Managers Do Differently" was a good read.
The idea of the book is to show that the best managers have unlearned a lot of the received truths about management. This book will give you a bunch of examples of good and bad management and a list of 12 questions you can use to measure employee satisfaction.
It is based on 80.000 interviews with different types of managers performed over a period of 25 years.
"The 80/20 manager" is a very practical book. It offers managers 10 Ways to become great at what they do, while explaining each of those ways using the Pareto's Principle, also called the 80/20 rule. Pareto's principle is based on the “vital few and trivial many” observation (the principle that 20 percent of a set is generally responsible for 80 percent of a related result). This is a very useful tool when you want to set your priorities and it can help every manager. However, Richard Koch sometimes spends too much time trying to prove that this principle exists, although he states at the beginning of the book that the 80/20 rule is just an approximation. There were times I literally had to skip the parts related to "The Principle" in order to keep reading the book. The pace of the book would be much better if 80% of content related to the 80/20 rule was never printed. I know it sounds strange, but that's the way it is. The value of this principle is to show that good management decisions can be counter-intuitive, not to give you a mathematical formula that will turn around your life. The secret of being an 80/20 manager is to realize sky-high aspirations through intelligence and acute observation instead of through toil and trouble. Like angels, we can soar and lift humanity while scarcely flapping our wings. But unless we care deeply about specific results, and unless our ambition is boundless, we will never even take off.