Become an excellent employer while running an effective business. The Heart of Business focuses on the business wisdom found in Proverbs that is vital to personal and professional success. Written specifically to young executives, this study is divided into four easy-to-follow sections: God’s promises Our responsibilities Avoid these things Become these things With the timeless wisdom of Proverbs as your guide, you can become a leader who will impact your employees, the workplace, and the world for Christ.

In short, swift strokes, readers learn the essence of wisdom--and success--in business. From the foundations of starting a business, to managing finances, staying on track, and enjoying the process, this book has something of benefit for all business people. With an appropriate scripture to accompany each story, this revised edition is packed with 88 principles for business success.

From Henry Ford and Andrew Carnegie, to Lee Iacocca and David Ogilvy, this dynamic anthology includes 54 essays and speeches on business success, from some of the greatest business leaders of all times. Designed for easy-reference, it features sections on leadership, management, entrepreneurship, and more. Notable quotes are called out in larger type in each article. Finally, two indexes cross-reference authors alphabetically and chronologically.

In Business Wisdom of the Electronic Elite, James presents a unique and instructive portrait of the best management methods of the most innovative leaders in industry today, including Bill Gates (Microsoft), William Campbell (Intuit), Michael Dell (Dell Computer) Ed McCracken (Silicon Graphics), Scott McNealy (Sun Microsystems), Carol Bartz (Autodesk), Eckhard Pfeiffer (Compaq), and Lewis Platt (Hewlett-Packard). The Electronic Elite have discovered and defined new rules for managing in the information age. They have built organizations in which employees are loyal and wildly productive, while providing aggressive career growth and financial reward. These energetic leaders have created a management style very different from the posturing, paranoid, and controlling behavior that is the norm in more traditional corporations. Through entrepreneurial drive, and appropriate use of technology, the Electronic Elite inspire corporate cultures that are powerhouses of flexibility and creativity.

Pearls from The LITTLE BOOK OF BUSINESS WISDOM "The man who starts out simply with the idea of getting rich won't succeed; you must have a larger ambition."-JOHN D. ROCKEFELLER "Think about the customer, not the competition: Competitors represent your industry's past, as, over the years, collective habits become ingrained. Customers are your future, representing new opportunities, ideas, and avenues for growth."-MICHAEL S. DELL "You've got to be out in front of crowds, repeating yourself over and over again, never changing your message no matter how much it bores you." -JACK WELCH "Always break orders to save owners. There never was a great character who did not sometimes smash the routine regulations and make new ones for himself." -ANDREW CARNEGIE "Don't speak up at a meeting until you have something meaningful to contribute. Talking to attract attention may call attention to your blank spots." -JO FOXWORTH "Make 'em feel guilty when they do nothing. One thing I can't stand is people who don't act on a situation. I'd rather that people make mistakes than sit around and not do something."-DAVE THOMAS

Deep smarts are the engine of any organization as well as the essential value that individuals build throughout their careers. Distinct from IQ, this type of expertise consists of practical wisdom: accumulated knowledge, know-how, and intuition gained through extensive experience. How do such smarts develop? And what happens when people with deep smarts leave a particular job or the organization? Can any of their smarts be transferred? Should they be? Basing their conclusions on a multi-year research project, Dorothy Leonard and Walter Swap argue that cultivating and managing deep smarts are critical parts of any leader's job. The authors draw on examples from firms of all sizes and types to illustrate the connection between deep smarts and organizational viability and continuous innovation. Leonard and Swap describe the origins and limits of deep smarts and outline processes for cultivating and leveraging them across the organization. Developing an experience repertoire and receiving strategic guidance from wise coaches can help individuals move up the ladder of expertise from novice to master. Addressing a topic of increasing importance as the Boomer generation retires, Deep Smarts challenges leaders to take a hands-on approach to managing the experience-based knowledge shaping the future of their organizations.