Good Company Issue 3

Debuting last year in the wake of her continuing bestseller In the Company of Women, Grace Bonney’s Good Company is the innovative and supportive journal for women and nonbinary creatives at every stage of life, founded on the power of inclusivity, diversity, and celebrating the differences that unite. Its mission is to provide motivation, inspiration, advice, and a vital sense of connection and community. Sharing everything from overarching philosophy and pep talks to useful, targeted advice, the debut Community Issue brought together diverse voices (including Tavi Gevinson, Cynthia Erivo, Julia Turshen, Emma Straub, Ashley C. Ford, and Beejoli Shah) and experiences (from woodworkers, tattoo artists, bakers, mental health advocates, designers, and more). This third issue continues Good Company’s mission to provide an energetic and highly stimulating place to connect, learn, grow, and work through the challenges that women across the spectrum experience in pursuing their passions and dreams.

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?

Inspired by the success of her latest book, In the Company of Women, Grace Bonney's Good Company will provide motivation, inspiration, practical advice, and a vital sense of connection and community for women and nonbinary creatives at every stage of life. Each issue of Good Company focuses on one overarching theme, including Change, Fear, Community, Mentors, and much more. Content includes first-person essays and pep talks from well-known creatives, studio visits and interviews, group discussions, and in-depth explorations of specific fields and niches, from designers in rural areas to the next generation of publishers providing platforms for marginalized voices and communities. With its emphasis on the power of inclusivity, community, and embracing our differences, Good Company provides an energetic, safe, and supportive place to connect, learn, grow, and work through the challenges that creative people experience in pursuing their passions and dreams.

Inspired by her New York Times bestseller In the Company of Women, Grace Bonney’s Good Company is the innovative and supportive journal for women and nonbinary creatives at every stage of life, founded on the power of inclusivity, diversity, and celebrating the differences that unite. Its mission is to provide motivation, inspiration, advice, and a vital sense of connection and community. The Fear(less) Issue tackles the subject at the heart of any kind of ambition—failure—with articles from Luvvie Ajayi, Jenna Wortham, Rhea Butcher, and others on how to turn fear into creative fuel, facing the dreaded sophomore slump, the power of co-working spaces to help create a fearless sense of community, and so much more. The Fear(less) Issue continues Good Company’s mission to provide an energetic and highly stimulating place to connect, learn, grow, and work through the challenges that women across the spectrum experience in pursuing their passions and dreams. We all fail—but it’s how we fail, and how we recover, that separates a positive experience from a negative one. This issue shares words, stories, life lessons, and more as it explores something we all shun, yet which has a power unlike any other to help us succeed.

The inspirational bestseller that ignited a movement and asked us to find our WHY Discover the book that is captivating millions on TikTok and that served as the basis for one of the most popular TED Talks of all time—with more than 56 million views and counting. Over a decade ago, Simon Sinek started a movement that inspired millions to demand purpose at work, to ask what was the WHY of their organization. Since then, millions have been touched by the power of his ideas, and these ideas remain as relevant and timely as ever. START WITH WHY asks (and answers) the questions: why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over? People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it. START WITH WHY shows that the leaders who have had the greatest influence in the world all think, act and communicate the same way—and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

The New York Times bestselling work of undercover reportage from our sharpest and most original social critic, with a new foreword by Matthew Desmond, author of Evicted Millions of Americans work full time, year round, for poverty-level wages. In 1998, Barbara Ehrenreich decided to join them. She was inspired in part by the rhetoric surrounding welfare reform, which promised that a job—any job—can be the ticket to a better life. But how does anyone survive, let alone prosper, on $6 an hour? To find out, Ehrenreich left her home, took the cheapest lodgings she could find, and accepted whatever jobs she was offered. Moving from Florida to Maine to Minnesota, she worked as a waitress, a hotel maid, a cleaning woman, a nursing-home aide, and a Wal-Mart sales clerk. She lived in trailer parks and crumbling residential motels. Very quickly, she discovered that no job is truly "unskilled," that even the lowliest occupations require exhausting mental and muscular effort. She also learned that one job is not enough; you need at least two if you int to live indoors. Nickel and Dimed reveals low-rent America in all its tenacity, anxiety, and surprising generosity—a land of Big Boxes, fast food, and a thousand desperate stratagems for survival. Read it for the smoldering clarity of Ehrenreich's perspective and for a rare view of how "prosperity" looks from the bottom. And now, in a new foreword, Matthew Desmond, author of Evicted: Poverty and Profit in the American City, explains why, twenty years on in America, Nickel and Dimed is more relevant than ever.

New York Times Best Seller How will Artificial Intelligence affect crime, war, justice, jobs, society and our very sense of being human? The rise of AI has the potential to transform our future more than any other technology—and there’s nobody better qualified or situated to explore that future than Max Tegmark, an MIT professor who’s helped mainstream research on how to keep AI beneficial. How can we grow our prosperity through automation without leaving people lacking income or purpose? What career advice should we give today’s kids? How can we make future AI systems more robust, so that they do what we want without crashing, malfunctioning or getting hacked? Should we fear an arms race in lethal autonomous weapons? Will machines eventually outsmart us at all tasks, replacing humans on the job market and perhaps altogether? Will AI help life flourish like never before or give us more power than we can handle? What sort of future do you want? This book empowers you to join what may be the most important conversation of our time. It doesn’t shy away from the full range of viewpoints or from the most controversial issues—from superintelligence to meaning, consciousness and the ultimate physical limits on life in the cosmos.

The conclusion of the epic trilogy from the #1 New York Times bestselling author of The Awakening and The Becoming. Talamh is a land of green hills, high mountains, deep forests, and seas, where magicks thrive. But portals allow for passage in and out—and ultimately, each must choose their place, and choose between good and evil, war and peace, life and death... Breen Siobhan Kelly grew up in the world of Man and was once unaware of her true nature. Now she is in Talamh, trying to heal after a terrible battle and heartbreaking losses. Her grandfather, the dark god Odran, has been defeated in his attempt to rule over Talamh, and over Breen—for now. With the enemy cast out and the portal sealed, this is a time to rest and to prepare. Breen spreads her wings and realizes a power she’s never experienced before. It’s also a time for celebrations—of her first Christmas in both Talamh and Ireland, of solstice and weddings and births—and daring to find joy again in the wake of sorrow. She rededicates herself to writing her stories, and when his duties as taoiseach permit, she is together with Keegan, who has trained her as a warrior and whom she has grown to love. It’s Keegan who’s at her side when the enemy’s witches, traitorous and power-mad, appear to her in her sleep, practicing black magick, sacrificing the innocent, and plotting a brutal destruction for Breen. And soon, united with him and with all of Talamh, she will seek out those in desperate need of rescue, and confront the darkness with every weapon she has: her sword, her magicks—and her courage...

How to Innovate and Execute Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing business—one that is still thriving—while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader’s innovation tool kit with a simple and proven method for allocating the organization’s energy, time, and resources—in balanced measure—across what he calls “the three boxes”: • Box 1: The present—Manage the core business at peak profitability • Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation • Box 3: The future—Convert breakthrough ideas into new products and businesses The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examples—GE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Services—and testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation.