New Releases by Joanne Gordon

This autobiography is a look into the journey of my life. It depicts the search of identity. Often times others define and shape how and what we feel and think about ourselves. this book depicts a journey full of ups and downs that ultimately points to an triumphant God whom never gives up on us even when We give up on him time after time this is a written testimonial of a journey that produced keys of knowledge into the importance of identity that proves destiny awaits your arrival.

Was schulden wir uns gegenseitig? Wie können wir unseren Antrieb, unseren Einfallsreichtum, ja sogar unseren Schmerz in etwas Sinnvolleres als individuellen Erfolg verwandeln? Und was ist unsere Pflicht an den Orten, an denen wir leben und arbeiten? Mit diesen Fragen hat sich Howard Schultz persönlich auseinandergesetzt, seit er in Brooklyn aufgewachsen ist und auch als er Starbucks zu einer der weltweit bekanntesten Marken gemacht hat. In seinem neuen Buch sucht Schultz in zwei miteinander verwobenen Geschichten nach Antworten. Eine Geschichte zeigt, wie seine widersprüchliche Kindheit - einschließlich Erfahrungen, die er noch nie zuvor offenbart hat - Schultz motivierte, der erste in seiner Familie zu werden, der das College absolvierte, um dann die Art von Unternehmen aufzubauen, für das sein Vater, ein Arbeiter, nie eine Chance hatte zu arbeiten: ein Unternehmen, das versucht, Profit und Menschenwürde in Einklang zu bringen. Eine parallele Geschichte bietet einen Blick hinter die Kulissen von Schultz'' unkonventionellen Bemühungen, alte Vorstellungen über die Rolle der Wirtschaft in der Gesellschaft in Frage zu stellen. Von der Krankenversicherung über kostenlosen College-Unterricht bis hin zu umstrittenen Initiativen im Hinblick auf Rasse und Flüchtlinge - Schultz und sein Team haben gesellschaftliche Themen mit der gleichen Kreativität und Disziplin angegangen, mit der sie den Kaffeekonsum in der Welt verändert haben. Howard Schultz'' Buch ist auch ein Querschnitt durch US-Amerika. Es zeigt, wie Amerikaner es immer wieder schaffen, Kämpfe und Schwierigkeiten in Erfolge zu verwandeln. Auf diesen Seiten finden verlorene Jugendliche erste Jobs, aufstrebende Studenten überwinden ihre Schulden, Opfer von Kriegen "ersetzen" verlorene Gliedmaßen durch unbezwingbaren Geist, Unternehmer beginnen mit dem Träumen usw. Das Buch ist teils ehrliche Erinnerungen, teils erhebende Blaupause der gegenseitigen Verantwortung und teils Beweis dafür, dass normale Menschen außergewöhnliche Dinge tun können. Es ist eine optimistische, inspirierende Darstellung dessen, was passiert, wenn wir aufstehen, sprechen und uns für größere Zwecke als wir selbst zusammenfinden. Schultz liefert eine starke und neue Vision und ein Plädoyer für mehr Menschlichkeit.

Longtime CEO and chairman of Starbucks, Schultz shares his ideas on the new responsibilities of leaders, businesses, and citizens in American society today, through the intimate lens of his life and work. His conflicted boyhood motivated Schultz to become the first in his family to graduate from college, then to build the kind of company his father, a working-class laborer, never had a chance to work for: a business that tries to balance profit and human dignity. Behind-the-scenes, we get a look at Schultz''s efforts to challenge old notions about the role of business in society. An optimistic account of what happens when we stand up, speak out, and come together for purposes bigger than ourselves.

In the pantheon of CEOs, few people have the visibility, charisma and hunger of Bill McDermott. His career is a classic story of ambition and drive: from the hard-knock streets of his youth in Long Island, to his first forays in business behind the counter of a deli he bought and then operated at the age of 17, to his extraordinary rise through the Xerox Corporation where he pleaded for his first job, to his emergence as the co-CEO of one of the most celebrated and admired global companies of our age. His stories - at turns hilarious and moving, but always inspiring - offer invaluable lessons in self-direction, management and leadership.

"Performance, hard work, and sponsors get top talent recognized and promoted. But "leadership potential" isn''t enough to lever men and women into the executive suite. Leadership roles are given to those who also look and act the part. Top jobs often elude women because they lack "executive presence" or underestimate its importance. Executive presence depends on getting three things right : appearance, communication, and gravitas. " This comes from the abstract on page 1.

Una obra que revela el "modus operandi" de uno de los hombres de negocios mas influyentes del mundo empresarial. En 2007 Starbucks por primera vez en su historia era vulnerable. En los ultimos anos habia seguido una politica empresarial focalizada en el crecimiento y habia abandonado sus valores fundacionales -la conexion con los partners y con los clientes, la alta calidad de sus productos, la experiencia Starbucks en definitiva-, ademas se vio amenazada por una serie de transformaciones externas -hundimiento del mercado inmobiliario, desempleo, cambios en los habitos de consumo, recesion mundial#, que unidas a la revolucion digital ponian en peligro su futuro inmediato. Se hacia necesario un cambio de rumbo. Por esta razon el entonces presidente de Starbucks, Howard Schultz, reasumio en 2008 el cargo de consejero delegado. Habia llegado el momento de superar el que sin duda iba a ser el gran desafio de la empresa: luchar porsu vida sin perder su alma. Gracias a un estilo lleno de reminiscencias personales y a un ritmo trepidante que atrapa al lector desde las primeras paginas, "El desafio Starbucks " propone una leccion magistral que se puede aplicar a todos los ambitos de la vida: la clave del exito esta en preservar los valores esenciales, con fidelidad y pasion, y atreverse a seguir adelante, a ser valientes a la hora de tomar decisiones. ENGLISH DESCRIPTION In 2007 Starbucks stood on shaky ground. The previous years had been dominated by an expansionist business policy which steered the company away from its founding tenetshigh quality products and a close connection to its partners and customers; in other words, the Starbucks experience. Outside forcesthe housing market crash, unemployment, and recession and the digital revolution were also factoring into its vulnerability. A change of direction was needed. Fast. In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as the CEO eight years after he stepped down from daily oversight of the company and became chairman. Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul."

„W pewne wtorkowe popołudnie w lutym 2008 roku Starbucks zamknął wszystkie swoje lokale w Stanach Zjednoczonych. Informacja wywieszona na 7100 zamkniętych drzwiach głosiła: Potrzebujemy trochę czasu, by ulepszyć nasze espresso. Przygotowanie dobrego espresso wymaga wprawy. Dlatego też postanowiliśmy poświęcić się udoskonaleniu tej sztuki”. Decyzję tę podjął Howard Schultz. Gdy istnienie Starbucksa stanęło pod znakiem zapytania i firma zaczęła przynosić gigantyczne straty, Schultz po latach przerwy powrócił do firmy. Tak jak Steve Jobs po powrocie do Apple’a Schultz dokonał rewolucji, wprowadził śmiałe i często kontrowersyjne zmiany, stawiając Starbucksa na nogi. Na tym jednak podobieństwa do Jobsa się kończą. Schultz ma zupełnie inny pomysł na biznes i jego prowadzenie: stawia na ludzi, tradycyjne wartości, proste i doskonałe espresso. Efekt? Dziś Starbucks to 60 milionów kubków kawy tygodniowo wydawanych w 16 tysiącach kawiarni w 54 krajach. STARBUCKS to jeden z najważniejszych biznesowych hitów ostatnich lat – gościł na szczycie listy bestsellerów „New York Timesa”, a Amazon zaliczył go do grona najważniejszych książek roku.

In this #1 New York Times bestseller, the CEO of Starbucks recounts the story and leadership lessons behind the global coffee company''s comeback and continued success. In 2008, Howard Schultz decided to return as the CEO of Starbucks to help restore its financial health and bring the company back to its core values. In Onward, he shares this remarkable story, revealing how, during one of the most tumultuous economic periods in American history, Starbucks again achieved profitability and sustainability without sacrificing humanity. Offering you a snapshot of the recession that left no company unscathed, the book shows in riveting detail how one company struggled and recreated itself in the midst of it all. In addition, you’ll get an inside look into Schultz''s central leadership philosophy: It''s not about winning, it’s about the right way to win. Onward is a compelling, candid narrative documenting the maturing of a brand as well as a businessman. Ultimately, Schultz gives you a sense of hope that, no matter how tough times get, the future can be more successful than the past.

This thesis contributes to a new understanding of the motorway network and its traffic movements as a problem of practical accomplishment. It is based on a detailed ethnomethodological study of incident management in the Highways Agency''s motorway control room, which observes the methods operators use to detect, diagnose and clear incidents to accomplish safe and reliable traffic. Its main concern is how millions of vehicles can depend on the motorway network to fulfil obligations for travel when it is constantly compromised by disruption from congestion, road accidents and vehicle breakdowns. It argues that transport geography and new mobilities research have overlooked questions of practical accomplishment; they tend to treat movement as an inevitable demand, producing fixed technical solutions to optimise it, or a self-evident phenomenon, made meaningful only through the intensely human experience of mobility. In response, the frame of practical accomplishment is developed to analyse the ways in which traffic is ongoingly organised through the situated and contingent practices that take place in the control room. The point is that traffic does not move by magic; it has to be planned for, produced and persistently worked at. This is coupled with an understanding of network topology that reconsiders the motorway network as always in process by virtue of the materially heterogeneous relations it keeps, drawing attention to the intensely collaborative nature of work between operators and technology that permits the management of disruption at-a-distance and in real time. This work is by no means straightforward - the actions of monitoring, detecting, diagnosing and classifying incidents and managing traffic are revealed to be complexly situated and prone to uncertainty, requiring constant ordering work to accomplish them. In conclusion, this thesis argues for the frame of practical accomplishment to be taken seriously, rendering the work of transport networks available for sustained analysis.

When people are truly engaged in their work they give more discretionary effort'' and make a huge difference to their company. They ask, ''What''s in it for us?'' instead of ''What''s in it for me?''. Yet an engaged workforce is as rare as it is valuable. This groundbreaking global study shows that most people are not engaged and don''t contribute as much value as they could - not because they''re lazy, but because their managers don''t know how to draw the best out of them. Using real-world examples, the authors show that consistently better engagement really is possible.''

SO WHAT ARE YOU GONNA DO WITH YOUR LIFE? “You should be a lawyer, a doctor, an accountant, a consultant, blah, blah, blah. Everywhere you turn people try to tell you who to be and what to do with your life. We call that the noise. Block it. Shed it. Leave it for the conformists. As a generation, we need to get back to focusing on individuality. Self-construction rather than mass production. Define your own road in life instead of traveling down someone else’s. Listen to yourself. Your road is the open road. Find it.”—Mike and Nathan ***** After college Mike Marriner and Nathan Gebhard had no idea what to do with their lives. All they’d been exposed to were standard career paths like doctor and consultant—roads that didn’t fit them at all. To see what else was out there they took a roadtrip across the nation in a huge forty-foot RV to meet with people who had successfully defined their own paths in life—including the chairman of Starbucks; a lobsterman from Maine; the director of Saturday Night Live; the conductor of the Boston Philharmonic; the first female Supreme Court Justice of the United States; head stylist for Madonna; and the CEO of National Geographic Ventures. All told, one hundred and forty people candidly shared their stories about how they got from college to the present. Now in Roadtrip Nation, Mike and Nathan share the most compelling tales with you. Along the way, they explain how you, too, can get out there and meet people on your own. From making cold calls to asking stimulating interview questions, Roadtrip Nation will give you the tools to create a life that you’ll look back on and say: “I was true to myself every step of the way.”

An editor at Forbes magazine draws on interviews with one hundred women who are happy in their choices of careers, explaining why they are satisfied with their jobs, the decisions they have made, and the ways in which other women can make better career and employment choices. Originally published as Be Happy at Work. Reprint. 20,000 first printing.

Joanne Gordon examines the lives of 100 women who, like herself, choose happiness in the workplace over monetary compensation or other benefits and shows how other women can apply this information to their own lives.

"Tracing Sondheim''s career from his initial success as lyricist for West side Story and Gypsy to the opening of Into the Woods, [the author] demonstrates that the value of Sondheim''s work obviously lies in its seriousness of theme coupled with its disturbing content." - Front flap