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Attitude affects every facet of our lives - from the way we handle stress to how we communicate at work. The way we view difficulties and setbacks can make the difference between success and failure. Roger Fritz has devoted his career to helping people overcome obstacles and achieve their goals by changing their outlook on life.

We are all fascinated by them - that enigmatic class of people often referred to as the rich. With all the emphasis on the rich and famous in America, it seems we would know everything about them. In reality, very few of us truly understand those who make up the very wealthiest Americans - those with liquid assets of $5 million or more. What is this new class of people, and how did they get that way?

In the last decade, incompetent leadership has done more to change the face of our world than perhaps in any other time in history. Recent events like Hurricane Katrina and the war in Iraq have proven that blind faith in our rulers is more than foolish - it can be downright dangerous. The world has grown more complicated and more volatile, and making intelligent decisions about the people in charge has never been more crucial.

Why is it that some people consistently seem to get more done than others? The answer is that they know how to set specific, achievable goals for themselves - and then follow through on them. This revised and updated edition of Goal Setting gives listeners powerful techniques they can use to set a goal, make a plan, and acquire the resources and power necessary to achieve their objectives.

Whether it's at home or at work, so much of our lives involves negotiating to get what we want. From negotiating a higher salary, to lowering costs from suppliers, to hammering out a new contract with a major customer, or even deciding where to go on vacation, the only way to consistently arrive at successful conclusions is to master the art of negotiation.

How can your organization increase its agility, alignment, and accountability to improve performance? Developing performance management capabilities means changing the way people are empowered to make better decisions. It requires a transition from a restrictive, command-and-control approach to a management style that includes more participants in the performance-management process.

As our society continues its transition from the Industrial Age to the Digital Age, new challenges are being introduced into the workplace, giving rise to a new phenomenon, Virtual Distance.

Generation Blend ventures deep into the technology age gap and provides real-world solutions to combine the best that younger and older workers have to offer. It explores how generational attitudes toward technology affect issues as diverse as recruitment and retention, employee training, management decision-making, collaboration, knowledge sharing, work/life balance, and ordinary workday activities.

In Rules to Break and Laws to Follow, marketing gurus Don Peppers and Martha Rogers challenge you to break the rules and propose a whole new way of thinking about how to create real shareholder value in today's competitive environment, operating with today's technologies.

We've decided by consensus that consensus is good. In In Defense of Troublemakers, psychologist Charlan Nemeth argues that this principle is completely wrong: left unchallenged, the majority opinion is often biased, unoriginal, or false. It leads planes and markets to crash, causes juries to convict innocent people, and can quite literally make people think blue is green. In the name of comity, we embrace stupidity. We can make better decisions by embracing dissent. Dissent forces us to question the status quo, consider more information, and engage in creative decision-making.

People are the problem. They're always the problem. If a business person goes home frustrated, if they talk with their significant other about it, if they lay awake at night stewing about it, inevitably the problem is some person at work - a colleague, subordinate, or boss. Handling people issues is every leader's major headache. It's what takes up the majority of their time and - more important - the bulk of their head space. Every leader can and must develop this most important of all management skills.

Everyone wants to make more money. But many feel that to do so, they must sacrifice their lifestyle and work at a job they don't particularly like. In fact, if you're like most people, your life is likely filled with activities, obligations, and commitments that have nothing to do with your goals or your dreams, your life's mission, or the things that you love. But it doesn't have to be that way.

Robert Kiyosaki's new audiobook 8 Lessons in Military Leadership for Entrepreneurs draws from his years at the Merchant Marine Academy at Kings Point and his service in the United Sates Marine Corps. With compelling stories and examples and an engaging way of comparing and contrasting two very different cultures and value systems, Robert shares the challenges he faced in transitioning to civilian life.

One mediocre meeting after another quietly corrodes our organization, and every day we allow it to happen. Culture change occurs when a transformational idea spreads to enough people. Like a virus that makes its way from person to person, spreading exponentially faster, so can the Modern Meeting. The status quo must go. Now. Before it's too late.

With Schwarzkopf is Gus Lee's remembrance of his mentor and friend H. Norman Schwarzkopf, and his firsthand account of how Schwarzkopf shaped his life. In 1966, Lee, a junior-year cadet at West Point, was bright, athletic, and popular. He was also on the verge of getting kicked out. Nearing the bottom of his class due to his penchant for playing poker and reading recreationally instead of studying engineering, he was assigned a new professor: then-Major Norman Schwarzkopf.

A Pulitzer Prize-winning journalist tells the story of the self-made billionaire who built the Kendall-Jackson empire from nothing into the biggest-selling brand of premium wines in the U.S. Jess Stonestreet Jackson was one of a small band of pioneering entrepreneurs who put California's wine country on the map. His life story is a compelling slice of history, daring, innovation, feuds, intrigue, talent, mystique, contrarianism, and luck, offering a unique window on the elegant, adventurous, and cut-throat worlds of Jackson's two passions: wine and horseracing.

Hall of fame-nominated marketer and Wall Street Journal cartoonist Stu Heinecke discovered that he could get past traditional gatekeepers and reach those elusive executives by thinking outside the box and using personalized approaches that he calls "contact campaigns". Including presidents, a prime minister, celebrities, countless CEOs, and even the Danish model who later became his wife, Heinecke found that getting meetings with previously unreachable people was easier than ever.

More than a decade ago, Gallup combed through its database of more than 1 million employee and manager interviews to identify the 12 elements most important for sustaining high performance. These were identified in the 1999 bestseller First, Break All the Rules. The Gallup study now includes 9 million employee and manager interviews spanning 114 countries and conducted in 41 languages.

How do you break through to impossible-to-reach executive buyers who are intent on blocking out the noise that confronts them every day? Old-school prospecting tactics or new-school techniques alone won't provide the answers. But Combo Prospecting will...by showing how to combine time-tested sales processes with cutting-edge social media strategies and clever technology hacks.

What if a company were so treasured and trusted that people literally took to the streets - by the thousands - to save it? That company is Market Basket, a popular New England supermarket chain. After long-time, CEO Arthur T. Demoulas was ousted by his cousin Arthur S. Demoulas, the company's managers and rank-and-file workers struck back. Risking their own livelihoods to restore the job of their beloved boss they walked out, but they didn't walk far. At huge protest rallies, they were joined by loyal customers - leaving stores empty.