Research has shown that people learn best when they use learning modes that suit them.  One of the most popular classification systems of learning styles, the Learning Styles Inventory by David Kolb, identifies these four ways that people can assimilate learning:

1. Concrete Experience: Having an experience that allows a person to "feel" the learning by actually taking part in an activity.

2. Trial and Error: Doing it actively and experimenting with results/outcomes.

3. Reflection and Thinking: Working out cause & effect through analysis.

4. ModelBuilding: Making order or creating useable "patterns" out of what is learned or experienced.

For most people, learning happens best when using some combination of these styles. Did you notice that the first two learning styles require action?  Daniel Goleman, in his book Primal Leadership: Learning to Lead with Emotional Intelligence, talks about this as a way to grow leaders by using action-based learning.

What Got You Here Won't Get You There by Marshall Goldsmith

Goldsmith, an executive coach at the highest levels of the corporate environment, pinpoints 20 bad habits that can hinder already-successful careers, as well as short-circuit personal goals like succeeding in marriage or being a good parent. Most are common and manageable behavioral problems, such as speaking when angry, which even the author admits he is prone to do when dealing with a teenage daughter's belly ring!

Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman

Daniel Goleman's theories on emotional intelligence (EI) have radically altered the common understanding of what "being smart" entails, and in Primal Leadership, he and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70% of employees' perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term "resonant leadership." Focusing on the four domains of emotional intelligence--self-awareness, self-management, social awareness, and relationship management--they explore what contributes to and detracts from resonant leadership, and how the development of these four EI competencies fosters different leadership styles. The best leaders maintain a kind of "style repertoire," switching easily between "visionary," "coaching," "affiliate," and "democratic," styles and making rare use of the less effective "pace-setting" and "commanding" styles.

Secrets of the Millionaire Mind: Mastering the Inner Game of Wealth by T. Harv Eker

This book demystified for me why some people are hardwired to be rich and why others are having a life of struggle.  It explains how you can identify the root causes of your probable financial future by examining your financial blueprint and how that influences what are often self-defeating thoughts and habits.  The second part of the book explains his wealth principles.  

Eat That Frog: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time by Brian Tracy

Ina short 144 pages, all the most efficient hints, tips and ways to organize your time for your fulfillment and accomplishment are summarized. I've read many longer and more detailed books on time management. This author seems to have read some of the same ones I have and has summarized them nicely. Many of these tips are ones you may already know, some you may already be doing, and others you know you probably should be doing! Each of the 21 short sections ends with a series of questions to ask yourself about how you are doing in the area in question.

The Seven Habits of Highly Effective People by Stephen Covey

In this classic book, Stephen Covey presents a holistic, integrated and principle-centered approach for solving personal and professional problems.  He offers a pathway to help us adapt to change and be able to take advantage of the wisdom and power and opportunities that are created around us everyday.