Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Greever addresses the conversation that happens after the work is done. Covers understanding who the stakeholders are and what they actually respond to, listening properly before responding, and the specific structure of a …
A method for conversations where stakes are high, opinions differ and emotions run strong. The authors cover starting with heart, noticing when safety has broken down, mastering your own stories, stating your path with facts …
The authors argue that every hard conversation is really three conversations happening at once, one about what happened, one about feelings, and one about identity.
The Harvard Negotiation Project's method for principled negotiation, which separates the people from the problem and bargains over interests rather than stated positions.
Downe led design in the UK Government Digital Service and distilled that experience into fifteen principles for a service that works. Each principle gets a short chapter, covering matters such as being easy to find, explaining its …
Pichler's book on leading without authority. Covers the mindset shift, listening and empathy as working tools, guiding stakeholders and development teams towards decisions, handling conflict, and the specific practices for collaborative decision making including consent and consensus.
Covert wrote a short book about information architecture for people who would never call themselves information architects. It moves from identifying the mess and stating your intent through to choosing a direction, giving structure to the parts and preparing to adjust as things change.
Cohen and Bradford model influence as exchange, arguing that you obtain cooperation by trading things the other person values rather than by holding power over them.
Cialdini's six principles of persuasion, being reciprocation, commitment and consistency, social proof, liking, authority and scarcity. Each gets a chapter explaining the mechanism, the conditions under which it works, and how practitioners deploy it.
Abbajay treats the relationship with your manager as something you are responsible for shaping rather than something you simply receive. The first part is about diagnosing your boss across styles covering how they take in …
Voss draws on FBI hostage negotiation to argue against splitting the difference and in favour of tactical empathy. Covers mirroring, labelling, accusation audits, calibrated questions that begin with how or what, and the value of getting to that's right rather than yes.
Young separates empathy as a research skill from sympathy and from simply being pleasant, and explains how to build a real understanding of how another person thinks.
Lombardo and co authors reframe the roadmap as a statement of intent rather than a delivery schedule. Components are a product vision, business objectives, themes rather than features, disclaimers about confidence, and time horizons expressed loosely.
Written by FranklinCovey for the very large number of people who end up running projects that are not in their job description. The method pairs a light process running from initiating through planning, execution and monitoring to …
Knaflic's book on communicating with charts. Covers choosing an effective visual, eliminating clutter using Gestalt principles, directing attention with preattentive attributes, thinking like a designer, and building a narrative arc around the data.