Executive Secrets

Daugherty addresses the public perception of the CIA as a rogue agency that initiates unsanctioned, risky, covert action programs. The 17-year veteran operations officer with the CIA produces evidence to disprove this notion.

For Sale: Bachelor #13 One not-so-old flame. Still hot. Proceed with caution! Eight years after he destroyed her heart, Andrea Montgomery sought her revenge by purchasing Clayton Dean at a charity bachelor auction. Impress him, question him, tempt him — that had been her plan. But Clay's proximity soon made her realize she was no longer the tempter, but the tempted.... Clay knew why Andrea had been his highest bidder. She wanted answers about his callous dismissal of their affair. But the truth could prove devastating...forcing them both to pay the ultimate price.

Every president has had a unique and complicated relationship with the intelligence community. While some have been coolly distant, even adversarial, others have found their intelligence agencies to be among the most valuable instruments of policy and power. Since John F. Kennedy's presidency, this relationship has been distilled into a personalized daily report: a short summary of what the intelligence apparatus considers the most crucial information for the president to know that day about global threats and opportunities. This top-secret document is known as the President's Daily Brief, or, within national security circles, simply "the Book." Presidents have spent anywhere from a few moments (Richard Nixon) to a healthy part of their day (George W. Bush) consumed by its contents; some (Bill Clinton and George H. W. Bush) consider it far and away the most important document they saw on a regular basis while commander in chief. The details of most PDBs are highly classified, and will remain so for many years. But the process by which the intelligence community develops and presents the Book is a fascinating look into the operation of power at the highest levels. David Priess, a former intelligence officer and daily briefer, has interviewed every living president and vice president as well as more than one hundred others intimately involved with the production and delivery of the president's book of secrets. He offers an unprecedented window into the decision making of every president from Kennedy to Obama, with many character-rich stories revealed here for the first time.

Explains how the legendary military commander's principles of leadership can be applied to contemporary business situations in the '90s.

Steve Tappin and Andrew Cave interview more than two hundred of the world's top CEOs to discover what matters to them, how they run their businesses today, and how they expect their leadership to change in the future. Tappin and Cave offer a glimpse into the business worlds and personal lives of some of the most influential people today.

August Turak is a successful entrepreneur, corporate executive, and award-winning author who attributes much of his success to living and working alongside the Trappist monks of Mepkin Abbey for seventeen years. As a frequent monastic guest, he learned firsthand from the monks as they grew an incredibly successful portfolio of businesses. Service and selflessness are at the heart of the 1,500-year-old monastic tradition's remarkable business success. It is an ancient though immensely relevant economic model that preserves what is positive and productive about capitalism while transcending its ethical limitations and internal contradictions. Combining vivid case studies from his thirty-year business career with intimate portraits of the monks at work, Turak shows how Trappist principles can be successfully applied to a variety of secular business settings and to our personal lives as well. He demonstrates that monks and people like Warren Buffett are wildly successful not despite their high principles but because of them. Turak also introduces other "transformational organizations" that share the crucial monastic business strategies so critical for success.

"Read this book and learn how returning to your childhood can make you a better adult-and a better leader." — Ken Blanchard, New York Times bestselling author of The One Minute Manager This compact book presents leadership concepts in a new and exciting way. With lots of practical advice you can implement starting today, you can start to motivate your team, deal with change, and become a better leader now. Make your company a cherished favorite using insider advice delivered directly from the North Pole. Find out if your existing strategies are naughty or nice and unwrap easy-to-follow leadership secrets. Build an excellent reputation and motivate your company to achieve big things every year using the invaluable gifts of every team member.

Bestselling author Prakash Iyer uses simple but powerful anecdotes and parables from all over the world to demonstrate what makes for effective personal and professional leadership. Iyer draws lessons from sources as diverse as his driver, a mother giraffe, Abraham Lincoln and footballers in the United Kingdom. He shows how an instinct to lead can be acquired even while flipping burgers at a fast-food chain. All of these stories come together in an explosive cocktail to unleash your inner leader.

Contrary to popular assumption, the development of stronger oversight mechanisms actually leads to greater secrecy rather than the reverse. When Should State Secrets Stay Secret? examines modern trends in intelligence oversight development by focusing on how American oversight mechanisms combine to bolster an internal security system and thus increase the secrecy of the intelligence enterprise. Genevieve Lester uniquely examines how these oversight mechanisms have developed within all three branches of government, how they interact, and what types of historical pivot points have driven change among them. She disaggregates the concept of accountability into a series of specified criteria in order to grapple with these pivot points. This book concludes with a discussion of a series of normative questions, suggesting ways to improve oversight mechanisms based on the analytical criteria laid out in the analysis. It also includes a chapter on the workings of the CIA to which a number of CIA officers contributed.