The book opens with a brief account of Bonaparte's early years, his military education and formative experiences, and his meteoric rise to the rank of general in the army of the Directory. Introducing the elements of Napoleonic "grand tactics" as they developed in his Italian, Egyptian, and Syrian campaigns, Mr. Chandler shows how these principles were clearly conceived as early as the Battle of Castiglione, when Napoleon was only twenty -six. Several campaigns later, he was Emperor of France, busily constructing the Grande ArmĂ©e. This great war machine is described in considerable detail: the composition of the armies and the Ă©±ôľ±łŮ±đ Guard; the staff system and the methods of command; the kind of artillery and firearms used; and the daily life of the Grande ArmĂ©e and the all-seeing and all-commanding virtuoso who presided over every aspect of its operation in the field.

As the great machine sweeps into action in the campaigns along the Rhine and the Danube, in East Prussia and Poland, and in Portugal and Spain, David Chandler follows closely every move that vindicates -- or challenges -- the legend of Napoleon's military genius. As the major battles take their gory courses -- Austerlitz, Jena, Fried-land -- we see Napoleon's star reaching its zenith. Then, in the Wagram Campaign of 1809 against the Austrians -- his last real success -- the great man commits more errors of judgment than in all his previous wars and battles put together. As the campaigns rage on, his declining powers seem to justify his own statement: "One has but a short time for war." Then the horrors of the Russian campaign forever shatter the image of Napoleonic invincibility. It is thereafter a short, though heroic and sanguinary, road to Waterloo and St. Helena.

Napoleon appears most strikingly in these pages as the brilliant applier of the ideas of others rather than as an original military thinker, his genius proving itself more practical than theoretical. Paradoxically, this was both his chief strength and his main weakness as a general. After bringing the French army a decade of victory, his methods became increasingly stereotyped and, even worse, were widely copied by his foes, who operated against him with increasing effectiveness toward the end of his career. Yet even though his enemies attempted to imitate his techniques, as have others in the last century and a half, no one ever equaled his success. As these meticulous campaign analyses testify, his multifaceted genius was unique. Even as the end approached, as David Chandler points out, his eclipse was "the failure of a giant surrounded by pygmies."

"The flight of the eagle was over; the 'ogre' was safely caged at last, and an exhausted Europe settled down once more to attempt a return to former ways of life and government. But the shade of Napoleon lingered on irresistibly for many years after his death in 1821. It lingers yet."

Adam Smith was a Scottish moral philosopher, pioneer of political economy, and key Scottish Enlightenment figure. Smith is best known for two classic works: The Theory of Moral Sentiments (1759), and An Inquiry into the Nature and Causes of the Wealth of Nations (1776). The latter, usually abbreviated as The Wealth of Nations, is considered his magnum opus and the first modern work of economics. Smith is cited as the "father of modern economics" and is still among the most influential thinkers in the field of economics todayAn Inquiry into the Nature and Causes of the Wealth of Nations.

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Hopping over the Rabbit Hole chronicles the rise, fall, and resurgence of SkyBridge Capital founder Anthony Scaramucci, giving you a primer on how to thrive in an unpredictable business environment. The sheer number of American success stories has created a false impression that becoming an entrepreneur is a can't-miss endeavor—butĚýnothing could be further from the truth. In the real world, an entrepreneur batting .150 goes directly to the Hall of Fame. Things happen. You make a bad hire, a bad strategic decision, or suffer the consequences of an unforeseen market crash. You can't control what happens to your business, but you can absolutely control how you react, and how you turn bumps in the road into ramps to the sky. Anthony Scaramucci has been there and done that, again and again, and has ultimately come out on top; in this book, he shares what he wishes he knew then.

Your chances of becoming an overnight billionaire are approximately the same as your chances of being signed to the NBA. Success is hard work, and anxiety, and tiny hiccups that can turn into disaster with a single misstep. This book shows you how to use adversity to your ultimate advantage, and build the skills you need to respond effectively to the unexpected.

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Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question.

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The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers.

It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.