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10 GOOD READS EXPAND YOUR SKILLS, GAIN INSIGHT, AND GET INSPIRED WITH THESE TOP PICKS. Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better Future for Everyone by Satya Nadella As technology advances more rapidly in our world, the things that make us most human are becoming more and more vital to how we as people, organizations, and society "hit refresh," or transform in the persistent quest for new ideas, ener- gies, and relevance. "At the core, Hit Refresh, is about us humans and the unique quality we call empathy, which will become ever more valu- able in a world where the torrent of technology will disrupt the status quo like never before," Nadella said. From the perspective of a human- ist and a technologist, Nadella tells his personal journey as Microsoft's CEO, and how the company's transformation and rediscovery of its soul reflect his vision for the fu- ture of technological advancement, how it will impact society, and what we as leaders must do about it. Hit Refresh gives readers a look into the life and mind of one of the tech industry's most influential leaders, offering a blueprint to Nadella's management style, and his projec- tions on the future of technology and human advancement. Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are by Seth Stephens-Davidowitz By the end of an average day in the early 21st century, human beings searching the internet will amass 8-trillion gigabytes of data, but the true question lies in the way we use it to discover the truth behind the lies we are told and tell ourselves every day. Everybody Lies is a book which operates on the assumption that no one ever tells all of the truth all of the time, whether it be to doctors, partners, friends, surveys, or even themselves. Seth Stephens-Davidowitz, who earned his Ph.D. in economics from Har- vard and currently works with the New York Times as a contributing op-ed writer, offers an analysis of these bits of data—from economics, ethics, sports, race, sex, gender, and more—to reveal biases within the human mind, information we can use to transform our businesses and our culture, and revelations that can help us understand our lives and ourselves better. ere is almost no limit to what can be learned about human nature from Big Data, ac- cording to Everybody Lies, provided that you ask the right questions. Radical Candor: Be a Kickass Boss Without Losing Your Humanity by Kim Malone Scott Kim Malone Scott has had her fair share of managerial experi- ence, from serving as an executive at Google and Apple, as well as a laundry list of CEO coaching posi- tions in Silicon Valley for compa- nies such as Dropbox, Qualtrics, and Twitter. From these experi- ences, Scott writes Radical Candor as a guide to those "bewildered or exhausted" by management. She identifies three principles for building a better relationship with your employees: make it personal, get (sh)it done, and understand why it matters. Radical Candor is based upon her new approach to effective management, which touches on the delicate balance between manag- ers who are too aggressive on one end and perilously empathetic on the other. e concept of Radical Candor is about providing a healthy mix of praise and criticism in order to help managers create an environ- ment in which people love their jobs and colleagues by creating a culture of feedback, building a cohesive team, and achieving results that everyone is proud of. The Four Tendencies: The Indispensable Personality Pro- files That Reveal How to Make Your Life Better (and Other People's Lives Better, Too) by Gretchen Rubin Gretchen Rubin, bestselling author of e Happiness Project and Forty Ways to Look at Winston Churchill and host of award- winning podcast "Happier with Gretchen Rubin," brings an analysis on personality type based upon one simple question: "How do I respond to expectations?" rough this, Rubin discovered the Four Tendencies, which indicate aspects of human behavior that affect what we do at home, at work, and in life. Measuring how you respond to outer expectations (things you do for others) versus inner expectations (things you do for yourself), deter- mines your "Tendency": Upholder, Questioner, Obliger, or Rebel. Understanding this framework, Rubin suggests, lets us make better decisions, meet deadlines, suffer less stress and burnout, and engage more effectively with other people. e Four Tendencies proposes that once a person's tendency is identified, you can begin pinpoint- ing habit forming strategies that will work best to help meet goals or deadlines, or form habits for success, as well as help in creating more effective cooperation.

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