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NEW YORK TIMES BESTSELLER • More than one million copies sold! Essentialism isn’t about getting more done in less time. It’s about getting only the right things done.

“A timely, essential read for anyone who feels overcommitted, overloaded, or overworked.”—Adam Grant

Have you ever:
• found yourself stretched too thin?
• simultaneously felt overworked and underutilized?
• felt busy but not productive?
• felt like your time is constantly being hijacked by other people’s agendas?

If you answered yes to any of these, the way out is the Way of the Essentialist.

Essentialism is more than a time-management strategy or a productivity technique. It is a systematic discipline for discerning what is absolutely essential, then eliminating everything that is not, so we can make the highest possible contribution toward the things that really matter.

By forcing us to apply more selective criteria for what is Essential, the disciplined pursuit of less empowers us to reclaim control of our own choices about where to spend our precious time and energy—instead of giving others the implicit permission to choose for us.

Essentialism is not one more thing—it’s a whole new way of doing everything. It’s about doing less, but better, in every area of our lives. Essentialism is a movement whose time has come.

New York Times bestseller. Over two million copies sold!

Joining the ranks of The Life-Changing Magic of Not Giving a F*ck, The Subtle Art of Not Giving a F*ck, You Are a Badas*, and F*ck Feelings comes this refreshing, BS-free, self-empowerment guide that offers an honest, no-nonsense, tough-love approach to help you move past self-imposed limitations.

Are you tired of feeling fu*ked up? If you are, Gary John Bishop has the answer. In this straightforward handbook, he gives you the tools and advice you need to demolish the slag weighing you down and become the truly unfu*ked version of yourself. ''Wake up to the miracle you are,'' he directs. ''Here's what you've forgotten: You're a fu*king miracle of being.'' It isn't other people that are standing in your way, it isn't even your circumstances that are blocking your ability to thrive, it's yourself and the negative self-talk you keep telling yourself.

In Unfu*k Yourself, Bishop leads you through a series of seven assertions:

I am willing.
I am wired to win.
I got this.
I embrace the uncertainty.
I am not my thoughts; I am what I do.
I am relentless.
I expect nothing and accept everything.

Lead the life you were meant to have—Unfu*k Yourself.

The Challenge:
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study:
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards:
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons:
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings:
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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