Pocket Shop

While they were still students at Stanford, Google cofounders Larry Page and Sergey Brin revolutionized Internet search. They followed this brilliant innovation with another, as two of Google’s earliest employees found a way to do what no one else had: make billions of dollars from Internet advertising. With this cash cow (until Google’s IPO nobody other than Google management had any idea how lucrative the company’s ad business was), Google was able to expand dramatically and take on other transformative projects: more efficient data centers, open-source cell phones, free Internet video (YouTube), cloud computing, digitizing books, and much more.

The key to Google’s success in all these businesses, Levy reveals, is its engineering mind-set and adoption of such Internet values as speed, openness, experimentation, and risk taking. After its unapologetically elitist approach to hiring, Google pampers its engineers—free food and dry cleaning, on-site doctors and masseuses—and gives them all the resources they need to succeed. Even today, with a workforce of more than 23,000, Larry Page signs off on every hire.

But has Google lost its innovative edge? It stumbled badly in China—Levy discloses what went wrong and how Brin disagreed with his peers on the China strategy—and now with its newest initiative, social networking, Google is chasing a successful competitor for the first time. Some employees are leaving the company for smaller, nimbler start-ups. Can the company that famously decided not to be evil still compete?

No other book has ever turned Google inside out as Levy does with In the Plex.

Which is more dangerous: a gun or a swimming pool?
What do schoolteachers and sumo wrestlers have in common?
How much do parents really matter?

These may not sound like typical questions for an economist to ask. But Steven D. Levitt is not a typical economist. He studies the riddles of everyday life—from cheating and crime to parenting and sports—and reaches conclusions that turn conventional wisdom on its head. Freakonomics is a groundbreaking collaboration between Levitt and Stephen J. Dubner, an award–winning author and journalist. They set out to explore the inner workings of a crack gang, the truth about real estate agents, the secrets of the Ku Klux Klan, and much more. Through forceful storytelling and wry insight, they show that economics is, at root, the study of incentives—how people get what they want or need, especially when other people want or need the same thing.

• Willpower is a mind-body response, not a virtue. It is a biological function that can be improved through mindfulness, exercise, nutrition, and sleep.
• Willpower is not an unlimited resource. Too much self-control can actually be bad for your health.
• Temptation and stress hijack the brain's systems of self-control, but the brain can be trained for greater willpower
• Guilt and shame over your setbacks lead to giving in again, but self-forgiveness and self-compassion boost self-control.
• Giving up control is sometimes the only way to gain self-control.
• Willpower failures are contagious--you can catch the desire to overspend or overeat from your friends­­--but you can also catch self-control from the right role models.

Harvard psychiatrist and executive coach Srinivasan S. Pillay illuminates the rapidly-emerging links between modern brain science and the corner office. What does neuroscience have to do with leadership? Everything. Recent advances in brain science and neuroimaging can dramatically improve the way leaders work with colleagues to drive successful change. As the brain is increasingly examined in the context of personal and organizational development, remarkable insights are being uncovered: insights that are leading to powerful new strategies for improving business execution. Pillay reveals six powerful ways that brain science can be used by today’s executives, and presents powerful new interventions for coaches who want to help their clients overcome common leadership problems. Discover how to use positive, “strengths-based” approaches to encourage the brain to learn… how the fascinating neuroscience of social intelligence can help leaders encourage more effective relationships… how to promote innovation and intuition, and overcome intangible vulnerabilities in leaders’ brains… how to transform the “idea” of change into crisp, timely execution… and much more. Leaders and coaches worldwide are already applying this knowledge to dramatically improve personal performance. Now, with Pillay’s help, everyone can.