Daniel H. Pink's book "WHEN," which explores the science of timing and how it influences our lives. Pink argues that there are hidden patterns in the day that can be used to improve our productivity and well-being. He examines the effects of different times of day on performance and mood, highlighting the importance of vigilance breaks and restorative breaks to combat the afternoon "trough." He also examines the impact of beginnings, midpoints, and endings on our actions and decisions. In addition to discussing our individual chronotypes, Pink explores the role of group timing and synchronization, arguing that it plays a vital role in success. Ultimately, the book aims to provide readers with practical strategies for harnessing the power of timing to live richer, more engaged lives.

Daniel H. Pink's Drive examines the flaws in our reward-and-punishment system of motivation, which Pink calls "Motivation 2.0," and proposes a new way to think about motivation called "Motivation 3.0." The text analyzes the work of behavioral scientists like Edward Deci and Richard Ryan, who argue that our intrinsic desires for autonomy, mastery, and purpose are more important than extrinsic motivators like money or recognition. Pink argues that the old model of motivating people through carrots and sticks doesn't work in today's economy, where more and more work requires creative problem solving, and instead proposes a new model built around the third drive, which focuses on unleashing our innate desire to be self-directed, learn, and make a difference in the world.

Peter Drucker's book The Effective Executive, which explores the concept of personal effectiveness for executives. It explores how to manage time effectively, focus on outward contribution, leverage personal strengths, concentrate on key areas, and make sound decisions. The author also examines the role of strengths and weaknesses in individuals and the need for executives to foster a culture of contribution and excellence within their organizations. The text highlights the importance of understanding the nature of knowledge work, the changing role of executives in a modern society, and the impact of information technology on decision-making and organizational dynamics.

 Andrew Ross Sorkin's book, Too Big to Fail, which chronicles the events leading up to the financial crisis of 2008. It focuses on the key players in the crisis—including Dick Fuld of Lehman Brothers, Hank Paulson of the Treasury Department, and Tim Geithner of the Federal Reserve—and their efforts to navigate the unfolding crisis. The text describes the decisions made, the deals negotiated, and the behind-the-scenes drama that played out in the weeks and months leading up to the collapse of Lehman Brothers and the subsequent government bailouts of other major financial institutions.

 "A Whole New Mind: Moving from the Information Age to the Conceptual Age" by Daniel H. Pink. The book argues that the world is transitioning from an Information Age, dominated by left-brain thinking, to a Conceptual Age, characterized by right-brain thinking. Pink uses various examples to illustrate his point, including the rise of abundance, the outsourcing of jobs to Asia, and the increasing automation of work. He proposes that individuals and businesses will need to develop new skills, including creativity, empathy, storytelling, and design, to thrive in this new world. The text also explores the implications of this shift for different professions, from medicine to business, and highlights the importance of play, joyfulness, and meaning in the Conceptual Age.

Leil Lowndes' book "How to Talk to Anyone," which explores how to improve communication skills and enhance social interactions. The book provides practical advice on nonverbal communication, including the power of eye contact and smiling, as well as verbal techniques for starting conversations, building rapport, and giving compliments. Lowndes draws on a variety of sources, including personal anecdotes, research studies, and observations of successful individuals, to illustrate her methods. She also explores the importance of understanding different cultural norms and how to adapt communication strategies accordingly.

"Power Vs. Force" by David R. Hawkins, a psychiatrist. The book posits that human consciousness can be measured through kinesiology, or muscle testing, and that different levels of consciousness correspond to varying degrees of power. Hawkins proposes a "Map of Consciousness," a logarithmic scale that ranges from shame at the lowest level to enlightenment at the highest. He argues that by understanding the dynamics of power and force, we can achieve a higher level of consciousness and improve our lives, relationships, and society as a whole.

Jack Welch and Suzy Welch offer a no-nonsense guide to succeeding in the business world, emphasizing the importance of teamwork and leadership. The book draws on their experience in the corporate world, their work with private equity firms, and their observations from teaching and consulting. The authors argue that success hinges on establishing a clear mission, building trust through open communication, analyzing data to drive performance, embracing innovation, and managing risk. The book also explores the importance of finding your area of destiny by identifying your unique skills and pursuing a fulfilling career path. Ultimately, the Welches present a practical and insightful framework for achieving growth and navigating the challenges of business in today's rapidly evolving world.

"Empowered" by Marty Cagan is a guide for product leaders on how to create and manage empowered product teams. It emphasizes the importance of leadership, coaching, and creating a culture that prioritizes team ownership and autonomy. The book explores various aspects of product development, including product strategy, team topology, stakeholder collaboration, customer-centricity, and decision-making. It provides practical advice and real-world examples to illustrate how to build high-performing product teams that deliver exceptional results. Additionally, it delves into the complexities of managing a product team, discussing topics such as recruiting, onboarding, performance reviews, and terminations. The book ultimately aims to equip product leaders with the knowledge and skills necessary to create a culture of innovation and empower their teams to deliver truly outstanding products.

The book provides an overview of the international financial system in the lead-up to and during the Great Depression, focusing on the actions and motivations of four central bankers: Montagu Norman of the Bank of England, Benjamin Strong of the Federal Reserve Bank of New York, Charles Rist of the Banque de France, and Hjalmar Schacht of the Reichsbank. The author argues that the combination of the war debts from World War I, a complex and often misguided system of international finance, and poor leadership led to the global economic collapse. The text also examines the roles of other influential figures, including John Maynard Keynes, whose economic theories played a crucial role in shaping postwar economic policy.