Updates

  1. Person pages list letters, writing, profiles and links as sortable tables with filters, and show each person's companies as links; Fund letters show each letter's description in its own column.
  2. Experts show a checked job title and a short description of each person; 30 more people have photographs.
  3. Every company, fund, university and publication the experts work for has a page listing the people there.
  4. Fund letters show each letter's thesis and filter by it; 225 person pages list the essays, columns and newsletter issues the person wrote.
  5. Person pages list every essay and newsletter issue a person wrote, and their own books as a table in List view.
  6. Recommends shows the five largest kinds of book and the rest under More; browse pictures load sooner.
  7. Podcasts and talks link the original episode, filter by Audio and video or Press, and list each publisher once.
  8. Pages are wider, Recommends has List and Grid, and a filter clicked again turns off.
  9. Book cards sit in a ruled grid with Open Library and Goodreads links and each book's one-line note.
  10. Funds is now Investors; each investor's styles are buttons that filter the table.
  11. Podcasts and talks on a person's page filter by year and publisher and show as a list or a grid of pictures.
  12. Quotes show only people's own words: 472 summaries written by list sites are gone.
  13. Country pages open from Browse again, and every link on the shelf lands on a page.
  14. Subject and person pages show their sections as tabs, and each book appears once on a person's page.
  15. Book cards show the quote, who said it and the source; grids show five cards to a row.
  16. On a phone, a menu holds the sections, search, Updates, Feedback and dark mode.
  17. Feedback takes a screenshot of the page with no browser prompt, opens a screenshot full size when you click it, and clears itself once sent.
  18. Book cards are centred, search names the topic each book sits in, and any text cut short shows whole on hover.
  19. Search groups its results by kind: people, companies, geographies, subjects, topics, books, funds, fund letters and papers.
  20. The Books table lists who recommended each book by name, and the browser tab names the section you are in.
  21. Feedback can take a screenshot of the page, or one you paste or choose, and opens in the corner beside Updates.
  22. Each rail button reopens its section where you left it, and Browse, Table and People show on every book and subject page.
  23. Filters grey out choices that hold nothing instead of hiding them, and Books › People filters by authors or recommenders.
  24. Feedback takes a subject line and up to three screenshots.
  25. Biographies are grouped by the person they are about: 41 new pages, from Abraham Lincoln to Lee Kuan Yew.
  26. Sport splits into 23 sports, and Religion into one topic per faith.
  27. Book lists show as cards: the cover, one recommendation quote and every recommender by name.
  28. Seventeen subjects that had two or three pages under different names now have one page each.
  29. Every page lists its Experts as authors and recommenders, with a link to them on the Experts tab.
  30. Economics, Financial history, Financial panics and Accounting are subjects of their own, with one page per financial crisis.
  31. Book, person and subject pages open inside the app, so the tabs stay in view.
  32. 996 more book covers, and photographs or logos for 227 more people and companies.
  33. Books › Browse shows every subject as cards, and the rail holds Fund letters, Papers, Experts, Books and Funds.
  34. Every topic over 150 books splits into narrower topics, each with a page of its own.

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LA

Leadership and Succession

Business themes

Executives spend their time on a short list of things: deciding what the organisation will do, putting people into the few positions that determine the outcome, and turning decisions into delivered results. Grove measures a manager's output as the output of every team they influence and shows how meetings, reviews and one-on-ones produce it; Drucker treats effectiveness as a set of habits about time and priorities that can be learned. Collins reports on companies that improved for fifteen years and finds disciplined executives promoted from inside, which is the succession argument in this group, and Bossidy and Charan describe the people, strategy and operations reviews that connect a plan to a budget. The military and team titles cover decentralised command, and Grove's second book covers the moment when an industry changes and a chief executive has to bet the company.

Books 11Experts 5Recommenders 56

Start here

  1. High Output ManagementAndrew S. Grove, 1983
  2. The Effective ExecutivePeter F. Drucker, 1967
  3. Good to GreatCollins, James C., Jim Collins, 2001
Leaders Eat LastLeaders Eat Last
T3 Leaders Eat Last
Simon Sinek · 1900
Open LibraryGoodreads

Sinek's second major book applies neuroscience — oxytocin, cortisol, dopamine — to explain why some work environments feel safe and others don't, and how leaders establish the Circle of Safety that determines whether teams will take the risks that produce performance. More substantive than Start With Why.

Recommended by: Alfred Lin, Julie Stevanja, Tom Bilyeu and 1 other

The Effective ExecutiveThe Effective Executive
T3 The Effective Executive
Peter F. Drucker · 1967
Open LibraryGoodreads

Effectiveness is learned practice: manage time, pick priorities, decide well.

Recommended by: Ev Williams, Nat Eliason, David Cancel and 5 others

High Output ManagementHigh Output Management
T3 High Output Management
Andrew S. Grove · 1983
Open LibraryGoodreads

Management as production: a manager's output is the output of the team they lead.

Recommended by: Nat Eliason, Tim Ferriss, Andrew Chen and 24 others

Leading ChangeLeading Change
T3 Leading Change
John P. Kotter · 1996
Open LibraryGoodreads

An eight-stage process for organisational change, starting with urgency.

Recommended by: Mohnish Pabrai

Only the Paranoid SurviveOnly the Paranoid Survive
T3 Only the Paranoid Survive
Andrew S. Grove · 1996
Open LibraryGoodreads

How to spot a strategic inflection point, when a tenfold force changes a business.

“On my Top Ten List. Great Book. Grove was CEO of Intel.” — Mohnish Pabrai

Source: Mohnish's Bookshelf — Books on Entrepreneurship, Management and Leadership, entry 174

Recommended by: Charlie Munger, Mohnish Pabrai and 11 others

Good to GreatGood to Great
T3 Good to Great
Collins, James C., Jim Collins · 2001
Open LibraryGoodreads

What eleven companies did to turn fifteen ordinary years into fifteen great ones.

Recommended by: Brian Armstrong, Mohnish Pabrai, Nat Eliason and 16 others

Turn the Ship Around!Turn the Ship Around!
T3 Turn the Ship Around!
L. David Marquet · 2001
Open LibraryGoodreads

Marquet's account of transforming the USS Santa Fe from the worst-performing submarine in the Navy to the best. The specific mechanism — moving from leader-follower to leader-leader by pushing control down while moving competence and clarity up — is one of the most rigorously documented leadership case studies in print.

Recommended by: Brian Armstrong, Jason Fried, Simon Sinek

Execution: The Discipline of Getting Things Execution: The Discipline of Getting Things Done
T3 Execution: The Discipline of Getting Things Done
Larry Bossidy, Ram Charan · 2002
Open LibraryGoodreads

Execution is a discipline the CEO must lead, linking people, strategy and operations.

Recommended by: Mohnish Pabrai, Jamie Dimon

The Five Dysfunctions of a TeamThe Five Dysfunctions of a Team
T3 The Five Dysfunctions of a Team
Patrick Lencioni · 2002
Open LibraryGoodreads

A fable of a failing executive team and a five-level model of what goes wrong.

Recommended by: Alfred Lin, Chris Powers, Sarah Pritula and 1 other

Extreme OwnershipExtreme Ownership
T3 Extreme Ownership
Jocko Willink, Leif Babin · 2015
Open LibraryGoodreads

Navy SEAL leadership doctrine adapted to running teams and firms

Recommended by: Nat Eliason, Alfred Lin, Austin Rief and 9 others

The Founder's MentalityThe Founder's Mentality
T3 The Founder's Mentality
Chris Zook, James Allen · 2016
Open LibraryGoodreads

Bain's account of what founder-led companies lose as they scale.

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