LITERATURA EN OTROS IDIOMAS

Hazel Elliot never looks back. If a door closes, she burns the whole house down. But when she’s invited to her father’s Christmas Eve wedding, she’s forced to return to Lockett Prairie, Texas, for the first time since she fled for college. Ash Campbell has been in love with Hazel since she dated his best friend in high school. Now, Ash and Hazel’s relationship is limited to playful feuding over the best chair in their favorite coffee shop, but his attraction to the prickly girl from home has only grown stronger. When Ash’s car breaks down just as family obligations and the holidays pull him home, only one person can get him there on time. But Hazel has a condition: Everything between them must stay the same. And if it doesn’t? She gets the coffee shop. So the frenemies endure bad music, inclement weather, and B&Bs with only one bed—and that’s just the drive across Texas. When they finally arrive, Hazel must face that, in a small town, there’s nowhere to run . . . and maybe, for the first time, she’s found a reason to stay.

The book is based on Kelly’s experiences with building a global business both at HubSpot and as a consultant, but also contains numerous examples from successful global companies of various sizes, such as Airbnb, Canva, Dashlane, GoStudent, Facebook, LinkedIn, Lottie Dolls, Netflix, Revolut, Teamwork, and Zoom. Including information on building a globally minded corporate culture, this is a complete strategic guide to discovering international growth opportunities.

When Getting Things Done was published in 2001, it was a game changer. By revealing the principles of healthy high performance at an individual level, it transformed the experience of work and leisure for millions. Twenty years later, it has become clear that the best way to build on that success is at the team level, and one of the most frequently asked questions by dedicated GTD users is how to get an entire team onboard. By building on the effectiveness of what GTD does for individuals, Team will offer a better way of working in an organization, while simultaneously nourishing a culture that allows individuals’ skills to flourish. Using case studies from some of the world’s largest and most successful companies, Team shows how leaders have employed the principles of team productivity to improve communication, enable effective execution, and reduce stress on team members. These principles are increasingly important in the post-pandemic workplace, where the very nature of how people work together has changed so dramatically. Team is the most significant addition to the GTD canon since the original, and in offering a roadmap for building a culture of healthy high performance, will be welcomed by readers working in any sized group or organization.

Early 1900s: The world belongs to men, and the art world in Stockholm, Sweden, is no different, until Hilma af Klint brings together a mysterious group of female painters and writers—Anna, Cornelia, Sigrid, and Mathilda—to form their own emotional and artistic support system. The members of the Friday Night Club find themselves thrust into uncharted territory when Hilma and her best friend, Anna, begin dabbling in the occult, believing that through séances they can channel unseen spirits to help them achieve their potential as artists. “The Five,” as Hilma referred to them, was a group of immensely talented, fascinating women whose lives and work were cast into obscurity…until now. The Present: Over a century later, an associate curator at the Guggenheim Museum, Eben Elliot, brings the Hilma af Klint show to New York where he uncovers questions about the Five and how the modern day art world is funded, which puts him in a precarious position both emotionally and professionally, as he witnesses how history can be manipulated.

Are there actually tried and true principles that are always certain to help a person grow? John Maxwell says the answer is yes. He has been passionate about personal development for over 50 years, and in the 15 Invaluable Laws of Growth, he teaches everything he has gleaned about what it takes to reach our potential. In his trademark style, Maxwell covers: - The Law of the Mirror: You Must See Value in Yourself to Add Value to Yourself - The Law of Awareness: You Must Know Yourself to Grow Yourself - The Law of Modeling: It's Hard to Improve When You Have No One But Yourself to Follow - The Law of the Rubber Band: Growth Stops When You Lose the Tension Between Where You are and Where You Could Be - The Law of Contribution: Developing Yourself Enables You to Develop Others This 10th anniversary edition comes with an updated foreword from John Maxwell. The 15 Invaluable Laws of Growth will help you become a lifelong learner whose potential keeps increasing so you can lead others with passion and get results.

When the United States invaded Iraq in 2003, its message was clear: Iraq, under the control of strongman Saddam Hussein, possessed weapons of mass destruction that, if left unchecked, posed grave danger to the world. But when no WMDs were found, the United States and its allies were forced to examine the political and intelligence failures that had led to the invasion and the occupation, and the civil war that followed. One integral question has remained unsolved: Why had Saddam seemingly sacrificed his long reign in power by giving the false impression that he had hidden stocks of dangerous weapons? The Achilles Trap masterfully untangles the people, ploys of power, and geopolitics that led to America’s disastrous war with Iraq and, for the first time, details America’s fundamental miscalculations during its decades-long relationship with Saddam Hussein. Beginning with Saddam’s rise to power in 1979 and the birth of Iraq’s secret nuclear weapons program, Steve Coll traces Saddam’s motives by way of his inner circle. He brings to life the diplomats, scientists, family members, and generals who had no choice but to defer to their leader—a leader directly responsible for the deaths of hundreds of thousands of Iraqis, as well as the torture or imprisonment of hundreds of thousands more. This was a man whose reasoning was impossible to reduce to a simple explanation, and the CIA and successive presidential administrations failed to grasp critical nuances of his paranoia, resentments, and inconsistencies—even when the stakes were incredibly high.