The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve.

For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.

As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:

• Give a good idea to a mediocre team and they will screw it up. But give a mediocre idea to a great team and they will either fix it or come up with something better.
• It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them.
• The cost of preventing errors is often far greater than the cost of fixing them.
• A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody.

Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.

The first and best compendium of facts weirder than fiction, of intriguing information and must-talk-about trivia has spawned many imitators - but none as addictive or successful. For nearly three decades the editors researched curious facts, unusual statistics and the incredible stories behind them. The most entertaining and informative of these have been brought together in this edition.

The original, benchmark compendium of facts weirder than fiction, intriguing information, and must-talk-about trivia that has sold over eight million copies worldwide and spawned many imitators. For nearly three decades David Wallechinsky and Amy Wallace have been researching curious facts and unusual statistics and the incredible stories behind them. Now the most entertaining and informative of these have been brought together in a long-awaited, thoroughly up-to-date, and Americanized new edition, including brand-new lists and list makers. Contributors include: Oliver Stone; Jane Fonda; Sean Connery; Robert Duvall; Pedro Almodovar; Stephen King; John Waters; Wynton Marsalis; Quincy Jones; Arnold Palmer; Kareem Abdul-Jabbar; Isaac Stern; Ian Rankin; Alan Dershowitz; Margaret Atwood; Dave Eggers; Brian Eno; and Elmore Leonard.

"The Horror Book of Lists" is the compendium of all things macabre and mysterious, terrifying and gory - from films and TV to literature to comic books and video games - that every Horror fan has been dying to read. Drawing on the extensive knowledge of its three authors, as well as the many contributions of Horror genre celebrities, "The Horror Book of Lists" will appeal to the audience that routinely makes the novels of Stephen King, Anne Rice and Dean Koontz number 1 bestsellers; films like "Hostel" tops at the box-office; and video games like "Silent Hill" huge successes.

(Book). The Official Punk Rock Book of Lists features over 200 of the funniest, craziest lists from the Most Offensive Songs to Stupidest Band Names, from Punk Sell-Outs to Fashion Don'ts culled from historical archives and generated by celebrity guests. Contributors include rock stars and punk luminaries, from members of Guns N' Roses and the Ramones to Little Steven Van Zandt, Nick Tosches, Lenny Kaye, Debbie Harry, and every other big-name punk from the last 30 years of rock history. Wicked caricatures, by noted underground artist Cliff Mott, of punk rock stars are peppered generously throughout the book, which is already being hyped as the most fun music book of all time.

From the indefatigable Wallace family, authors of "The Book of Lists" and The People's Almanac series came 1981's "The Intimate Sex Lives of Famous People." This compelling bestseller--with its 200 revealing profiles and 300 rare photos--just got better with a dozen new entries.

What do all human beings have in common? Despite the self-help books about sex, money, power, happiness, weight, and relationships, there is one thing we all face that none of that guidance can prevent . . . death. What if we weren't so afraid of death, or of even talking about it? The fear of death - even when it's below our conscious awareness - underlies all fears. But, as Elisabeth Kubler-Ross and David Kessler remind us in Life Lessons . . . "Fear doesn't stop death; it stops life." What this book suggests is that exploring our fears about death - talking about it, learning about it - might allow us to live more fully now and to die more consciously, with less fear and less unfinished business. With thought-provoking quotes and a list of resources from the top contributors in the field, this book provides a sturdy framework for us to begin and continue our inquiry. There are practices and tools we can use along the way. The author's informal style engages us easily in considering some of the most important questions about how we want to live and how we want to die. What "Fear of Death: It's About Life, Actually. Let's Talk About It" offers is an unusual opportunity to empower ourselves with regard to those questions and - perhaps - to help this conversation become a more natural part of our lives.

The former CEO of General Electric, one of the most influential CEO's, shares the ideas and values of leadership he learned through times of crises. Jeff Immelt has always been one of my leadership role models. He leads with head and heart. This book shows how leadership is a full contact sport and Jeff leaves everything on the field. - John Donahoe, CEO, Nike Read this book. You'll be a better leader for it. - David Rogier, Founder and CEO, MasterClass __________ In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy-GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE-one of America's biggest and most-heralded corporations-for direction. No pressure. Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008-09 Global Financial Crisis to the 2011 meltdown of Fukushima's nuclear reactors, which were designed by GE. But Immelt's biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE's focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled. In Hot Seat, Immelt offers a rigorous, candid interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won't protect any CEO from second-guessing, but Immelt explains how he's pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat is an urgently needed, and unusually raw, source of authoritative guidance for decisive leadership in uncertain times. __________ A memoir of successful leadership in times of crisis: the former CEO of General Electric, named one of the "World's Best CEOs" three times by Barron's, shares the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the economic devastation of the 2008-09 financial crisis, and into an increasingly globalized world.