Most leaders focus too much on what they say and not nearly enough on setting an example. This audiobook shows what happened in those unusual cases of true leaders—in business, education, the military, and nonprofits—who always walked the walk, especially when times got tough. In a skeptical world, their actions gave them more credibility than even the best possible speeches. Consider how

• Herb Kelleher and Colleen Barrett of Southwest Airlines were serious about putting employees first, and proved it by sticking to a no-layoffs policy while other airlines made major cuts.

• Sony founder Masuro Ibuka, who stressed originality over profits, waited for years while his competitors made color televisions—and then released the Trinitron, a breakthrough product that blew the other sets out of the water.

• Martin Luther King Jr. was so committed to nonviolence that he let a racist detractor beat him up in front of a crowded auditorium rather than raise a hand against him.

Ultimately, leadership doesn’t depend on who you are, what you say, or how you say it, but only on what you do. The eye-opening examples in Walk the Walk will inspire leaders at all levels.
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Most leaders focus too much on what they say and not nearly enough on setting an example. This audiobook shows what happened in those unusual cases of true leaders—in business, education, the military, and nonprofits—who always walked the walk, especially when times got tough. In a skeptical world, their actions gave them more credibility than even the best possible speeches. Consider how

• Herb Kelleher and Colleen Barrett of Southwest Airlines were serious about putting employees first, and proved it by sticking to a no-layoffs policy while other airlines made major cuts.

• Sony founder Masuro Ibuka, who stressed originality over profits, waited for years while his competitors made color televisions—and then released the Trinitron, a breakthrough product that blew the other sets out of the water.

• Martin Luther King Jr. was so committed to nonviolence that he let a racist detractor beat him up in front of a crowded auditorium rather than raise a hand against him.

Ultimately, leadership doesn’t depend on who you are, what you say, or how you say it, but only on what you do. The eye-opening examples in Walk the Walk will inspire leaders at all levels.
...

Most leaders focus too much on what they say and not nearly enough on setting an example. This audiobook shows what happened in those unusual cases of true leaders—in business, education, the military, and nonprofits—who always walked the walk, especially when times got tough. In a skeptical world, their actions gave them more credibility than even the best possible speeches. Consider how

• Herb Kelleher and Colleen Barrett of Southwest Airlines were serious about putting employees first, and proved it by sticking to a no-layoffs policy while other airlines made major cuts.

• Sony founder Masuro Ibuka, who stressed originality over profits, waited for years while his competitors made color televisions—and then released the Trinitron, a breakthrough product that blew the other sets out of the water.

• Martin Luther King Jr. was so committed to nonviolence that he let a racist detractor beat him up in front of a crowded auditorium rather than raise a hand against him.

Ultimately, leadership doesn’t depend on who you are, what you say, or how you say it, but only on what you do. The eye-opening examples in Walk the Walk will inspire leaders at all levels.
...

Change or Die. What if you were given that choice? If you didn't, your time would end soon—a lot sooner than it had to. Could you change when change matters most?

This is the question Alan Deutschman poses in Change or Die, which began as a sensational cover story by the same title for Fast Company. Deutschman concludes that although we all have the ability to change our behavior, we rarely ever do. From patients suffering from heart disease to repeat offenders in the criminal justice system to companies trapped in the mold of unsuccessful business practices, many of us could prevent ominous outcomes by simply changing our mindset.

A powerful book with universal appeal, Change or Die deconstructs and debunks age-old myths about change and empowers us with three critical keys—relate, repeat, and reframe—to help us make important positive changes in our lives. Explaining breakthrough research and progressive ideas from a wide selection of leaders in medicine, science, and business (including Dr. Dean Ornish, Mimi Silbert of the Delancey Street Foundation, Bill Gates, Daniel Boulud, and many others), Deutschman demonstrates how anyone can achieve lasting, revolutionary changes that are positive, attainable, and absolutely vital.

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In Walk the Walk, Alan Deutschman offers a new take on the true nature of great leadership. Though some experts make it seem complicated, it is actually breathtakingly simple. According to Deutschman, most leaders focus too much on what they say and not nearly enough on setting an example.

This book shows what happens in those unusual cases of true leaders-in business, education, the military, and nonprofits-who always walked the walk, especially when times got tough. In a skeptical world, their actions gave them more credibility than even the best possible speeches. Consider how • Martin Luther King Jr. was so committed to nonviolence that he let a racist detractor beat him up in front of a crowded auditorium rather than raise a hand against him.
• Herb Kelleher and Colleen Barrett of Southwest Airlines were serious about putting employees first, and proved it by sticking to a no- layoffs policy while other airlines made major cuts.
• Sony founder Masuro Ibuka, who stressed originality over profits, waited for years while his competitors released color televisions-and then released the Trinitron, a breakthrough product that blew the other sets out of the water.

When leaders don't practice what they preach, they often face devastating consequences. Recall how the CEOs of GM and Chrysler hurt their chances of a government bailout by flying their private jets to Washington.
Ultimately, leadership doesn't depend on who you are or even what you say or how you say it, but only on what you do. The eye-opening examples in Walk the Walk will inspire leaders at all levels.

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