What determines our behaviors as human beings at the individual and organizational level? Although it often feels as though either our biology or our personality (or both) guides our decisions about issues large and small, increasing evidence suggests that...culture trumps everything. What happens when people who are normally loud and boisterous walk into a church or a library? They lower their voices. Did they suddenly change their biology or their personalities? Of course not. They simply responded appropriately to cultural expectations of behavior. It seems obvious in this case, but the truth is that culture has a similar impact on virtually everything that every one of us does - every day - without even realizing it. The many cultures that each of us simultaneously belong to have a disproportionate impact on the ways we think, feel and behave. As a result, leaders of organizations both large and small have the opportunity to shape their cultures in ways that foster positive outcomes for all stakeholders - from employees, to senior leaders, to shareholders, to the broader community. This book investigates the powerful ways in which a variety of factors, to include behavioral norms, alternative corporate models, habit patterns, connectedness, trust, language, and time perspective, impact the creation of "quintessence" in organizations. It is this quintessence - or lack thereof - that ultimately determines the success and sustainability of organizations. As leaders, we get the organizations we deserve, as a direct result of the cultures we nourish (or neglect). If we want to ensure the best possible outcomes for ourselves and our organizations, we must focus on developing the cultures that foster success for all stakeholders, because...culture trumps everything.

United Parcel Service (UPS) is a household name that customers and investors alike hold in high regard. Who hasn’t been delighted by a right-on-time delivery, one of the 18 million UPS makes every day? Founded over a hundred years ago, UPS has moved steadily up the Fortune 500 while so many other corporations have disappeared. What’s the company’s secret?

Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.

In his sixth fable, bestselling author Patrick Lencioni takes on a topic that almost everyone can relate to: job misery. Millions of workers, even those who have carefully chosen careers based on true passions and interests, dread going to work, suffering each day as they trudge to jobs that make them cynical, weary, and frustrated. It is a simple fact of business life that any job, from investment banker to dishwasher, can become miserable. Through the story of a CEO turned pizzeria manager, Lencioni reveals the three elements that make work miserable -- irrelevance, immeasurability, and anonymity -- and gives managers and their employees the keys to make any job more engaging.

Publication Date: February 11, 2020

Harvard Business Review Special Issues are single-theme collections of both classic and recent articles written by some of the world's leading management scholars and practitioners. HBR editors handpick each article for its relevance and insight. To help busy leaders quickly absorb and apply the concepts, these collections also include short "Idea in Brief" summaries. This issue focuses on corporate, team, and individual purpose. Work should feel meaningful, and this is a guide for leaders who want to ensure that's true for everyone in their organizations. Articles include "Why Are We Here?" by Sally Blount and Paul Leinwand; "Creating Shared Value," by Michael E. Porter and Mark R. Kramer; "The New CEO Activists," by Aaron K. Chatterji and Michael W. Toffel; "From Purpose to Impact," by Nick Craig and Scott Snook; and "The Power of Small Wins," by Theresa M. Amabile and Stephen J. Kramer. You'll also find selected content from our website, such as "Four Hard Questions to Ask About Your Company's Purpose," by Dominic Houlder and Nandu Nandkishore; "How to Find Meaning in a Job That Isn't Your True Calling," by Emily Esfahani Smith; and "How to Motivate Employees to Go Beyond Their Jobs," by Mark C. Bolino and Anthony C. Klotz.

There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides.

In The Ideal Team Player, Lencioni tells the story of Jeff Shanley, a leader desperate to save his uncle’s company by restoring its cultural commitment to teamwork. Jeff must crack the code on the virtues that real team players possess, and then build a culture of hiring and development around those virtues.

Evoking days gone by when coaches were respected as much for their off-court performances as for their success on the court, Wooden presents the timeless wisdom of legendary basketball coach John Wooden.

In honest and telling passages about virtually every aspect of life, Coach shares his personal philosophy on family, achievement, success, and excellence. Raised on a small farm in south-central Indiana, he offers lessons and wisdom learned throughout his career at UCLA, and life as a dedicated husband, father, and teacher.