Resources Books

My hat is off to Joe Hutto. I have bought this as a Christmas gift for a turkey hunter, and I have no doubt he will enjoy it. But the story resonates to any animal lover or parent for that matter who has watched children come into their own. Joe writes in a style that is comfortable for the outdoorsman and yet tugs at something inside us that back porch naturalists can respond to. Thank you Joe, for sharing.

I loved this book about Mr Hutto spending a season with wild turkeys and befriending them. I read an earlier version of this paperback the year before last and I loved and absolutely enjoyed it. There should be more kindhearted animal loving people in the world like Mr. Hutto. I also loved the illustrations in this book. They are phenomenal. I loved the story and the photographs. Well written. If you love a book about wild animals, or animals period, this book is for you. Not only is this man a great writer but also a great photographer and illustrator/artist as well. A MUST READ.

Although I could not afford to purchase this book, I was delighted to get a copy from my library. I love the animal/human relationship, esp. when taken to its magical realm; the doors that open when entrusted by an animal. The sketches are sweet, simple and relay so much feeling; they are art. For a human to reach for this level of relationship is remarkable and to have it returned by animals is magical. Esp. the last par.: "...by some language that we both understand but cannot speak, and I could say: 'I know you, old friend. I recognize you by your iridescence, your incandescence, your illumination - I recognize you by your loneliness-you must be my brother.'" This book is a sort of recollection of who we are - our purpose. I love the double meaning of illuminated.

I believe this book is now out of print and I cannot imagine why. I have been a reader of nature oriented literature all of my life and feel that this is among the top 10 or 15. Extremely moving account of a biologists relationship with a group of wild turkeys raised and imprinted by the author. Read this!!

This is an incredibly beautifully written book. I never thought I would find it so interesting and spellbinding. I was doubtful when first beginning the book that the author would be able to maintain his observer status, but he did so remarkably well, raising the turkeys to be real wild turkeys. As I read the final line in the book, I felt I was closing a chapter in my life in which I had personally been involved with the turkeys and the author. I was impressed with Mr. Hutto's dedication to these remarkable birds, his keen observations, and also with his obvious "connection" to them. I hope he will write again in the future.

I heard the author on NPR and got a copy. It's a good read -- it gives you the full range of companies out there -- and why you should work there.

I was looking for a job, and now I found one thanks to this book.

I liked it. It's helping me narrow down my job search.

Just got a copy. It's a nice job -- very original.

I picked up the Job Vault, hoping I might be able to glean a bit of information. Not only was there EVERYTHING I could ever hope to wonder, there were even useful bits of information you never think to ask about until it's too late. I would very much like to talk to the authors of this book--to express the praise they so rightly deserve.

Robert White's book should be issued as standard equipment as you exit the womb and referenced every day for the rest of your life.

We tend to think that living an extraordinary life must be complicated and difficult - but it's easy. It's far easier than living a difficult and mundane life. It's all about perception. I wish I had learned his lessons long ago.

This is the most powerful book I have ever read about accepting responsibility for every thing in your life and the power that it has to change your attitude in so many ways. I was impressed with Robert White's no nonsense style and the ability he had to cut through all of my distorted thinking habits.

Extraordinary Book. It personal and heartfelt and has something for everyone. I love it.

I loved this book because of the real-people stories. This book is a down-to-earth guide on how to live in the moment and what it takes to live responsibly--and, therefore, successfully. Thanks to Robert White for sharing so much of his expereince and lessons.

Reviewed by Paige Lovitt for Reader Views (7/06)

"Living an Extraordinary Life" was written to help you find happiness and fulfillment within your life. It is written around a framework of three concepts that need to be worked on in order for us to achieve our goals. These concepts are: Awareness, Responsibility and Communication. White teaches you how to apply these concepts into your life so that you can find your true purpose and achieve your goals. White uses eye catching chapter titles, lists of the differences between ordinary people and extraordinary
people, and meaningful quotes to get you thinking about what is coming in the chapter. White also points out behaviors and thought patterns that we tend to have that keep us just "ordinary" and not very happy. He discusses what extraordinary people do to keep themselves at that higher level. A lot has to do with how we deal with a situation. An extraordinary person can be going through a rough time, like us, but how they process what they are going through tends to be very different from what we are processing.

Everything that he writes makes so much sense. This is the type of book that will take you some time to read. It is also a good to time to be journaling what you are thinking and feeling. I know that this book has changed my life. It is up to me to continue to
work on what I need to, so that I stay at this higher level.

"Living an Extraordinary Life" is a keeper, do not let this book out of your hands. You will want to read it again at many points in your life. If you want a friend to read it, which you will, buy them a copy and hold on to yours!

I bought this book as a resident transitioning into a cardiology fellowship. The content is between a board review book and a more comprehensive text, i.e. Braunwald. It is an excellent resource for a focused, yet thorough, review of most cardiology topics.

Strenghts are that it is very readable, has key points emphasized in outline format throughout text, is sufficiently detailed to learn a topic relatively well, has pertinent cardiology trials integrated into the text, and a nice very focused key point review at the end for last minute board prep.

One con is that there are no references to journal articles for more detailed reading.

I would recommend this book to any resident wanting a good cardiogy text or for fellows in training. Also a nice review for practicing cardiologists.

very efficient delivery.
product in very good state.

This is the standard by which most other Cardiology board review texts are measured. This new version is not as readable in my opinion as its previous version. The whole reason I bought it was to avoid the Brunwauld-esque style, but alas I think this text book is becoming like the Braunwald text which certainly is not a review book. On the other hand, the ECG section in outline format was too bare bones. All in all, not the greatest review book in the world but not too many viable alternatives when trying to review for Cardiology Boards. I guess it's the only game in town.

Excellent resource book that is written clearly enough for people who are not necessarily medically trained. Reading the chapter on my own heart condition allowed me to have a great conversation with my cardiologist that went beyond the usual "this is what you have, take these pills, see me again in 6 months....". This book is great!

Very good review for Cardiology Boards. Not necessarily an easy read but the review books which are as such tend to be too simple. This is probably a good happy medium between the quickie review books and a Braunwald's

I've been a virtual assistant for the last two years and had no help or info available to me to get started. This book will save others from the daily struggle I faced then. People will no longer look at you as if you don't want a "real" job with the popularity that this book will bring to the VA field. It's jam-packed with helpful advice for both sides, employer and VA. It contains real life stories of successful VA's and employers who are now more willing to give us a chance!

It took me 3 months to read this book. Oh, it wasn't because it was difficult to read or understand. It was because I was too busy dealing with the very issues this book addresses. As I made more money and became more productive my employees seemed to be entitled to a piece of MY pie even though I was already giving them their own piece. They knew they were holding me hostage and so did I. This wasn't fair. But I had no choice until...The Obsolete Employee.

Even as I sat at my desk and read the book, the atmosphere in my office changed. It was as if my employees already knew what was in the book. Suddenly they became more proactive, more willing to work and generally nicer to deal with. But, they still knew that without them I couldn't get the job done.

Well, I can't believe how wrong they were, and that I took 3 months to read this critical book. Since I have started reading the book, I have gone from 3 employees to one part time onsite employee and depending on the day 5 or 6 Virtual Consultants. My production has almost doubled, my costs have been cut in half and I stopped growing gray hair. I've taken 2 vacations and am going on a third in a week. Incredible.
Oh, and let me say that this book is not about eliminating the good and necessary onsite empolyees. For me it clarified simply how to better make use of that resource.

I'm just a one-man show but by the end of this year, my clients will never know it because of the resources that are now at my disposal.

I have a shelf where I put all my important books. On that shelf sits, Think and Grow Rich - Napolean Hill, The E-myth Revisited - Michael Gerber, Chicken Soup For The Soul - Mark Victor Hansen, The 22 Immutable Laws of Marketing - Al Ries/Jack Trout, The Obsolete Employee - Michael Russer and sitting next to it...The Holy Bible - God

My speaking, coaching, and writing business was booming -- and I knew I needed to get more support -- fast -- or I'd have to start turning business away. This fantastic book was given to me at just the right time, and I read it in 48 hours. I couldn't put it down!

I had just tentatively dipped my toe into the virtual outsourcing ocean and had a great experience. I sent an audio to India to be transcribed, and they did it while I slept at 1/4 the cost of a local outfit. Inexpensive. Professional. Fast. What's not to like?

Still, I had a lot of questions and concerns. Michael Russer answered all my questions and gave me a step-by-step process for how to proceed confidently down this new frontier. Implementing what I learned in "The Obsolete Employee" will likely save me $100,000+ over the next few years. More important, Michael Russer has given me the keys to expanding my business 2x as fast for 1/4 the cost.

This is book is a must-read for any speaker, coach, author, or small business owner.

As a Virtual Real Estate Assistant, this book really speaks to those who are trapped in the old fashioned business world of onsite employees. The Obsolete Employee has great advice on how to run a successful business by outsourcing all of your work. It also gave me a wonderful insight how to help potential clients understand why they need my services and how it can help them financially in the future. The Obsolete Employee is a must for anyone who has never used virtual outsourcing.

As a business manager, I have tried numerous times to hire productive assistants and employees. Only to find out that they slack at their jobs, waste my time and money. Not anymore! With the advice from Michael Russer you can learn how to succesfully manage vitual employees and only pay for the time you need. If you have lost hope in the hiring process, this is the book for you. I strongly urge you to read this book. Like me, I'm sure you won't be disappointed.

Passion at Work causes me to think about what is not only important in my career but in my life. Lawler poses some thought-provoking questions and then provides a practical and useful process to help us create focus in our career efforts as well as life. The approach has helped clarify for me the next target in my career. I highly recommend it!

Passion at Work is transforming my outlook on work, life and the future. Thich Nhat Hanh -- "We have more possibilities available in each moment than we realize". Lawler Kang demonstrates this principle throughout his compelling analysis of how we settle, how we change, and the process that can assist us as a catalyst and a companion on the journey. A must read!

Passion and rage are among the most powerful of human emotions and each is obviously capable of producing extraordinary results, either positive or negative. The happiest people tend to be those who are passionate about both how they earn a living and the quality of life their efforts provide. Conversely, the unhappiest people are those who continuously rage against real (or imagined) grievances in any or even in all of the areas of their lives. In this book, Lawler Kang addresses these and other issues. Specifically, he suggests answers to questions such as these:

1. When am I and/or when have I been I happiest? Why?
2. Doing what?
3. Not doing what?
4. With whom am I and/or with whom have I been happiest? Why?

One of the greatest benefits of this book (and there are several) is the assistance Kang provides so that his reader can measure the gap between where she or he is now, and, where she or he would much prefer to be. He then provides sound, practical counsel on how to close that gap.

At this point, I presume to suggest (and presumably Kang agrees) that many of our wounds are self-imposed, that in our daily struggles to achieve whatever desirable objectives we may have, Pogo was right: "We have met the enemy and he is us." Hence the importance of taking full responsibility for the consequences of our decisions, both past and recent, so that we can then make better decisions henceforward.

Kang carefully organizes his material within seven chapters. Throughout the narrative, he inserts appropriate real-world examples of his key points. I appreciate the fact that, unlike so many other authors of books which address many of the same issues, Kang resists the temptation to be a sophist or evangelist. He correctly realizes that people can sometimes be inspired by others (who are by nature passionate) but only they can motivate themselves. At one point Kang observes, "The most important source of competitive advantage in the twenty-first century will come from individuals and organizations that unleash the power of passion." Quite true, but it should be added that -- more often than not -- individuals and organizations which find themselves at a disadvantage are those which compete against themselves. This is especially true of many of those involved in sales: They are preoccupied with reasons why a prospect could be resistant and are, therefore, reluctant to ask for an order. In effect, they sell against themselves. Of course, there are others (not only ) in sales who seem convinced that "enthusiasm" can compensate for insufficient understanding of a prospect's needs and interests. They demonstrate passion without competence and, on occasion, passion without integrity.

Throughout his book, Kang leaves absolutely no doubt whatsoever that what he recommends must be guided and informed by three "priorities": Passion, of course, but also proficiencies and principles. He insists that two other "priorities" must also be served: a plan which accommodates both one's organization and one's personal life, and, various means by which to verify and validate (i.e. prove) the appropriateness and effectiveness of that plan. These last two "Priorities" (plan and proof) are discussed with rigor and eloquence in Chapter 10. This chapter, all by itself, is worth far more than the cost of the book but should not be read until after the previous nine.

In the next chapter, Kang responds to a question many readers will pose after absorbing and digesting the material provided to that point: "Now what?" Let's assume that his reader is determined to begin a new (albeit perilous) "journey" to achieve career and personal goals once assumed to be unattainable. Much of the preparation has by now been completed but Kang correctly alerts his reader to the fact that several "canyons" await and one's "journey" through and beyond them can be completed only if unnecessary "baggage" is cast aside along with any guilt associated with it. Kang: "Make friends with your past." Only closure can release the emotional energy needed to continue. Next, the canyon of finances. Kang offers several suggestions as to how to "make friends with your future." That is, financial as well as emotional "baggage" must be eliminated. "The thought of working your passion, however you define it, without having [BOTH] a tactical [AND] a financial plan in place is simply unthinkable." With regard to third and last "terrifying, dimly lit, and dust-ridden corridor called `The Unknown,'" having a sufficient and sustainable commitment to completing the journey is absolutely essential. I suspect (only a suspicion) that, for most people, this last "canyon" is the most difficult.

As I read the final chapter "Looking for Your Life's Work," I was reminded of the marathons in Boston and New York which also require rigorous and extensive preparation, both psychological and physical. Hopes are high as the race begins. As it proceeds over time, most participants drop back and some drop out, exhausted and discouraged. Those who complete the course may feel exhaustion but also a sense of achievement, whatever their final standing. Another marathon awaits. In so many respects, our lives consist of a sequence of cycles as does marathon competition. Kang seems to be suggesting that getting through the three "canyons" and then locating one's life work is indeed admirable but by no means the end of the "journey." New "baggage" will be acquired which must eventually be discarded; new financial issues will emerge which must be resolved; and we will encounter new "canyons," hence the importance of passionate and thorough preparation as well as passionate and total commitment to proceed through each of them.

As Kang concludes his book, he shares a Japanese saying, shoga nai, which literally means "There is no other way." As he explains, it is usually uttered with the guttural seriousness of a Samurai warrior and the existentialism of a kamikaze pilot. By now Kang has stressed the importance of sharp focus, strategic timing, constant iteration of core principles, "and most importantly, patience. There are no shortcuts to anywhere worth going. It is this undercurrent of patience to which you must fundamentally commit as you start edging closer to living in the prime of your life." To those about to begin this journey, I join Kang in wishing them bon voyage!

I also highly recommend Michael Ray's The Highest Goal, Jim O'Toole's Creating the Good Life, and David Whyte's The Heart Aroused.

Lawler Kang is here to help if you're feeling unhappy or unfulfilled in your career. His "Five Ps" self-examination process arises from his philosophy that, since "you don't get nine lives" like the fabled feline, you must live each moment to the fullest. Life is too short to stay in a boring job. You've probably heard these ideas before, but Kang's exercises and checklists may help you to act on them. His style is sincere, but overeager and jargon-ridden, and the peculiar, hard-to-read typeface exacerbates his confusing tendency to trip on his own clichés. We suggest that people who are feeling inextricably stuck in unsatisfying careers will find it worthwhile to transcend these drawbacks. Kang may be able to start you on a journey to fulfillment and happiness.

Looking for inspiration, I picked up this book and found much needed encouragement to enjoy my latest job search. Now I look forward to what I might discover, find, and/or create. Mr. Kang has helped me expect to find more than a "job" and to get out there and find a "life" and I have to say the journey just got a whole lot better.

The pray and Play Bible has a great lessons for preschool age children. All of these lessons can be used in whole or in part. Great resource for anyone in christian education.

The art is fabulous. The Bible stories are entertaining and age appropriate for preschoolers. The songs, games, prayers, and activities that go along with the Bible stories make it so easy to have a lesson that engages every preschooler in REAL learning. I am so thankful that I have this amazing resource because I use it all the time.

This is a preschool Sunday School leader's dream resource for those days when you need a little something extra. It is also PERFECT for a substitute leader! The bright, colorful pictures totally capture the children's attention and each story is followed with many easy to learn songs, prayers and lessons that anyone could lead at the spur of the moment. The activities are very interactive and designed specifically with preschoolers in mind.

Our Play and Pray Bible arrived today, and we are already enjoying it very much! The large size of the book is appealing, as are the brightly colored illustrations. There are activities to extend each Bible story, and we have been singing lots of the songs tonight. (These are sung to familiar children's tunes, and they caught my daughter's attention right away.) I also teach 4-year-olds in a Christian preschool, and I teach 3's and 4's in Sunday School - I'm looking forward to using this book in those settings, as well as at home!

I liked this so well I bought the second one (Pray and Play Bible 2).
I am a Sunday school teacher for young children and was looking for stories that kept the children's interest. So often the Bible story books say they're for young children, but are either over their head or very boring.
I also bought this for my 3 yr old niece and it's one of her favorite books.
A quality product I don't think you will be disappointed with.
Oh, and I almost forgot to mention, at the end of the stories are suggested songs and activities that are very do-able.

How does a kid learn to read...by reading. Get your students into the Reading Zone. I was sucked into the guided reading, small groups, centers, rotations, strategies method of teaching too. However, my students just were not progressing or developing that "love of reading" that I wanted for them. Within a month of reading this book and changing my approach, almost all my students have jumped into the ZONE. This book will change how you teach. It's the next step in your evolution as a reading teacher. Happy reading!

I wish every LA/English/Reading teacher would read this book. Atwell, in her experience and wisdom continues to advocate independent reading and a reading workshop approach as the single most important element of any English classroom. Her language is more blunt and direct than in any of her previous books. Her argument here is that, like most things, if you want to learn to read, you read. All other "related" strategy, vocabulary, grammar, worksheet, book report type activities are a waste of time. Notice the title, though, if that sounds wrong to you. She clearly explains how having students read in a workshop along with teacher conversation, whole group sharing, and a written response in the form of a "letter-essay" are all that is required to create "skilled, passionate, habitual, critical readers." Also includes an excellent chapter on what reading/writing instruction should look like in high school. The book is written with clear, direct, concise language. It is a quick and important read. I agree with her position and her approach. Buy this book!

Another great work by Nancie Atwell. So inspiring and logical. Filled with practical suggestions. I wish my teachers had read this when I was in school. Will challenge all teachers of reading and literature.

I teach middle school English, read and profusely highlighted Nancie Atwell's seminal work IN THE MIDDLE, and once served as an intern at her Center for Teaching and Learning one snowy February in Edgecomb, Maine (a class act, Atwell came in on a snow day to meet with a group of teachers who expected the day to be a complete loss due to the school closing). Under her influence, I built an in-class library at considerable cost, launched a full-steam-ahead reading workshop, and spent countless weekends poring over kids' reading journals so I could write back encouragement and questions. Still, there were always questions and concerns about the workshop method (not to mention the time-intensive journals), plus new reading strategies to reckon with as the years rolled by. This new book deals with both issues - concerns related to workshop methodology as well as the latest reading strategy fads.

For instance, in recent years our school has jumped on the "Sticky-Note Bandwagon" and English teachers were like flies to flypaper following its prescriptions to create better student readers. Under this "Reading Strategies That Work" spell, we began to isolate readings, stop our readers mid-page, and teach kids how to make connections, determine importance, ask questions, make inferences, visualize, and synthesize.

You can imagine my pleasure, then, when I read Atwell's words in a chapter called "Comprehension." She writes, "In the 1990's, I jumped -- VAULTED is a more accurate verb -- onto the comprehension-strategy bandwagon.... In I plunged. I explained proficient reader research and schema theory to my students. I prepared, rehearsed, and modeled a connection-packed read-aloud of a short story by Robert Cormier. Then I passed out individual pads of self-sticking notes and invited kids to activate their existing schema, connect these to the new schema that emerged as they read, and capture it all on sticky notes" (pp. 51-53).

If misery loves company, then you know why I found comfort in these words. You see, I, too, had followed the pied piper. I, too, had sensed something was wrong as my students dutifully parroted my words and terms while playing a game whose rules I spelled out. And yes -- I, too, had sticky-noted my way to reading perdition, wondering all along why so sound a theory was striking such a strident note with my increasingly restive 8th-grade readers.

Enter THE READING ZONE, where the Empire Strikes Back in the form of Atwell reaffirming her original tenets, built on the work of countless researchers such as Frank Smith and Louise Rosenblatt. Turns out, all that stopping to think about reading was interfering with... reading; and all that stopping to write on a sticky note was interfering with... the zone. In the words of Atwell via Rosenblatt, it's a case of efferent reading vs. aesthetic -- reading for knowledge (as in, from a textbook or article) vs. reading for pleasure (as in, from a novel, short story, or poem). Must the "fun" be gutted from reading with a coroner's report of "Death by Sticky Note"? Atwell thinks not.

And when you think about it, it's common sense. As teenagers, how many of us -- while we secretly continued to read THE OUTSIDERS by flashlight under the covers long after Mom had insisted we go to sleep -- remember pausing Ponyboy to write down a connection, detaining Dally to determine importance, or stopping the Socs to synthesize? Not this guy. In a world far away from the sheets and blanket that tented my head, I was in the zone, flipping pages without realizing they were pages, wondering if Johnny would pull through and live or if Dally would ever get to "see" stuff like sunrises. Isn't that what reading was supposed to be? Isn't that what made reading such a vicarious delight?

A satisfying return to sanity, THE READING ZONE came as a needed refresher for me and a reaffirmation of the vows I once took. Having read it, I feel as though I have strayed, become lost, and found my way back again.

For new readers to Atwell, this book will serve as a clarion call to the ramparts. It is an eloquent plea for pleasure reading, for kids, and for sanity in English instruction. In addition to practical "how to" type information, Atwell explains her philosophy with support and includes a special chapter addressing high school English teachers -- those keepers of ancient traditions that often perpetuate the sins of our pedagogical fathers. For anyone who remembers reading MOBY DICK chapter by chapter and pop quiz by pop quiz, it is a whale of an eye-opener.

As for workshop-related concerns, Atwell admits that she, too, struggled under the workload of carrying boxes of reading journals home each weekend. First she broke it up by having kids write to each other for 3 weeks, then her for 3 weeks. And now she's come to having kids write a "letter essay" every 3 weeks (the kids' letters can be staggered) ONLY about a book that they have completed. This reduces the number of letters and allows the kids a greater range of topics to address (Atwell provides prompts) as they look back. It also hones the literary criticism skills in such demand during high school and college.

Overall, the book serves as both long-awaited updating to IN THE MIDDLE and bracing read for teachers and parents who are new to Atwell's teachings and beliefs. As for me, it was proof that Thomas Wolfe was right. You CAN go home again... and I feel like I have. For that, I tip my metaphorical hat to Atwell. As is the case with hers, my workshop classroom will continue to be a work in progress, always built on a bedrock of principles based on choice.

Although Ms. Atwell teaches middle school students, this book applies to grades K-12. She devotes a chapter to high school teachers. The Reading Zone occurs when a reader becomes completely immersed in and engaged with a text. Atwell is convinced that this can happen only when students are given time to read and choice of books. She provides compelling evidence that "the only delivery system for reading comprehension is reading" from published research as well as her many years' experience in the classroom. There is healthy controversy for discussion to be found here, as Atwell argues that the place for reading strategy instruction is in the content area classrooms. With the plethora of reading strategy books out there, this is A MUST READ!

This book is EXCELLENT. It is so good in fact that it showed me why a retreat is not for us. Instead, I am using the activities it describes to create a series of training sessions for our senior and middle managers, or what you might call a series of mini-retreats, a couple of hours each once a week over several weeks. The activities contained in this book are intelligent and fun, unlike several others I've read. I highly recommend this book for the activities section alone -- and if you do want to do a full retreat, it will prove even more valuable. Also, the sections on pre-interviewing participants and retreat design components were very helpful, and I am putting them to good use.

I also like "101 Games for Trainers" by Bob Pike, and "Games That Teach Teams" by Steve Sugar. I think these three books together are the best place to start -- there are a lot of other titles out there that are, in a word, garbage, and should be avoided.

This book gives examples of various kinds of retreats and includes sample exercises for each that are simple, creative, and effective with no hint of the flaky factor that makes some retreats go offtrack. In fact, I'd say that the section on "Reasons NOT to hold a retreat" was alone worth the price of this book for its value in clarifying what a retreat can and cannot do.

As a communications trainer with my own non-profit board to deal with, I was most impressed by the fact that the chapter on non-profits identifies as a "most common concern" exactly the thing that causes my board trouble -- complaints of micromanaging on details while sidestepping needs for fundraising. The insight that this is a structural problem rather than a personality issue has been extremely helpful to me -- even without a retreat -- and convinced me these authors must know what they're talking about.

Retreats that Work (Jossey Bass, 2003) is highly readable and valuable resource is a comprehensive guide to retreat planning. Authors Sheila Campbell and Merianne Liteman address medium- to larger-sized organizations in the for-profit, nonprofit and government fields. Campbell and Liteman offer both a "how to" for planning and conducting a retreat and a fine sampling of facilitated group activities for different kinds of retreats.

The overall message is that the top decisionmaker should hold a retreat only for important purposes, he or she must be truly ready to hear divergent views and to be open to real change, including change not anticipated by the decisionmaker. CEOs, boards, division directors and other "head honchos" that are not ready to share control need not apply. For instance, Campbell and Liteman recommend confidential pre-retreat interviews conducted by the facilitator. One of their retreat design principles is that at least some of the participants should contribute to formulating the goals of the retreat. To do so, they believe it is essential for employees to feel safe to share their views in planning the retreat as well as at retreat. Thus, Campbell and Liteman call for anonymity and non-attribution of pre-retreat views and assurance of no negative actions for expressing views candidly during the retreat.

A key strength of the book is the attention to pre-retreat and post-retreat concerns. Pre-retreat matters extend well beyond choosing the meeting facility and menu [although their retreat logistics chapter is first rate] to the more important question: "Why have a retreat?" Campbell and Liteman specify nine reasons to hold a retreat and ten reasons not to hold a retreat. Both lists are enlightening and are foundational to further pre-retreat work.

A retreat is not a conference and not a regular meeting. Campbell and Liteman believe a retreat is best served "off-site," that is, at a location away from the workplace. They do cover the challenges of time and money in choosing an appropriate facility, and the discussion reinforces two more of their principles of retreat planning - designing a retreat to result in action for change and ensuring whatever happens at the retreat relates to the day-to-day work of the organization.

Other pre-retreat elements are: setting the goals, deciding on the format, and inviting people; defining the roles of convener, facilitator, administrator, participants (and non-participants); and a review of fixed-format retreat designs (such as Future Search, Ropes courses, and Appreciative Inquiry). Campbell and Liteman do a fine job discussing the tension between having a small enough group for good interaction and the group being large enough to be inclusive of the key players. In particular, they offer eight common criteria for how to choose participants. I think the criteria are especially helpful as an organization thinks of board-staff concerns, clients or customer involvement in a retreat, and inter-organizational issues.

A logical, but often overlooked, planning proviso is to design the retreat backwards-What is the outcome you seek? Instead of holding a retreat because its done annually, or because someone likes a particular format, or to "boost morale," Campbell and Liteman forcefully highlight the need to have retreats only for special purposes, and to work from the question "How will the day-to-day workplace be different following the retreat?"

The structure of the book opens with coverage of the why, goal-setting, logistics planning and role of leaders at the broadest view of a retreat. From there, most of the guide is devoted to facilitator assistance. Campbell and Liteman cover design issues ranging from pre-retreat work for participants to having "unprogrammed time" as an essential part of a successful retreat. They offer tips on ground rules, giving feedback to the group, and decisionmaking. For in-retreat concerns, general facilitator principles are leavened with brief guidance on how to respond to over a dozen glitches (such as repetitive discussions, disruption by a participant, a participant walking out, or a senior manager violating the ground rules).

A large section of the book identifies activities appropriate for four kinds of retreats: a) strategic planning, b) culture change, c) relationship-building and teamwork, and d) creativity and innovation. Each activity offers a clear description, steps and facilitator notes. Equally valuable are accompanying sidebar notes on the experiential elements, set-up, special supplies and degree of facilitator experience to conduct the activity effectively (easy, moderately easy, or only for experienced/specialized training). While retreat facilitators will probably eat up this part of the book, I hope they don't overlook the earlier "menu-setting" essentials of effective retreats.

Campbell and Liteman know that typically the worst part of a retreat is....after the retreat. Does the great thinking from the retreat get lost in the daily grind or new crises? Do non-participants not support the outcome? While a retreat's impact depends on organizational norms outside of any retreat's reach, Campbell and Liteman nicely select a few post-retreat points. In brief: announce the outcomes to everyone affected, not just the participants; move briskly into the actions steps identified at the retreat; and avoid a letdown by offering a memento, having periodic updates, or celebrating milestones. They highlight "critical leadership actions" for retreat follow-up.

Campbell and Liteman know that retreats have a purpose within the larger context of an organization. They provide a fine guide the knits together the earliest hints of whether to hold a retreat to effective planning to post-retreat steps to offer the best possible assurance that the change initiated by the retreat is converted into a better organization. The book is a must-have for both the senior management and for internal and external facilitators. (...)

This is a terrific handbook for anyone who wants to (or has been assigned to) organize or lead a retreat for their company or non-profit organization. The authors describe the guiding principles for designing a retreat, they outline the logistics in detail, and they provide all kinds of good advice about how planners and facilitators should work together to get the most out of an offsite meeting. The checklists alone are worth the price of the book, and the activities sections are priceless!

"Retreats That Work" could be subtitled "Everything you ever wanted to know about retreats." Just a look at the table of contents told me that there was going to be an answer to any question I might have -- from the basic who, what, when, where and why, to the types of specialized retreats.

I am in a related, but quite different, field. As a qualitative research moderator, I am often asked to facilitate meetings or retreats by clients who are unaware of the differences -- hence, my interest in this book. But, whether you are working for a small or large company and want to hold a retreat, or you are someone needing to actually facilitate such an event, this book is a wealth of information. And for anyone thinking of facilitating a retreat or just understanding what a facilitator must be able to do, they would be advised to read the "definition" or role of the facilitator on page 116!

I found this book very well-written, easy to read and follow. It's filled with lots of practical information and tips, valuable time estimates for the various activities, and additional resources given.

The creative thinking section was particularly interesting to me. As a "left brain" person, I am usually skeptical of these kinds of activities. But the authors' examples and explanations of each exercise gave me a new appreciation for the value of this type of retreat.

I also visited the authors' or book web site, which is a nice accompaniment to the book, including additional resources.

Your strategic planning must incorporate the people who work for you, says author Edward L. Gubman in a book that gets high marks for its easy, bullet-point organization, but scores in the middle of the curve in terms of originality. Grubman preaches that you must create a strategic alliance between your company’s mission and competencies and the people who work there. Then, he describes how to motivate and involve people, and finally how to assess their performance. He uses research examples and starts each chapter with a bullet-point summary of key information. The book includes questions to ask yourself, and many useful charts and summary lists. However, the theoretical discussion of how to engage and reward employees seems oddly dry and analytical for a how-to guide on how to motivate and excite people. The areas of job matching, motivation, and assessment have been covered in many other books, but we... recommend Gubman’s authoritative approach to these topics.

A well thought through book written by a consultant with a vast amount of varied experience. The illustrative brief case studies were most helpful in understanding the thoughts, concepts, ideas and strategies. In a global economy where talent is an increasingly scarce resource, HR practitioners will find the book a very valuable resource to craft, adapt, adjust or align their practices to be more organisation and employee friendly. Mr Gubman strategic perspective of people in terms of organisational development and growth of people is indeed a very commendable effort and very insightful. The "Creating the Talent Solution" at the end of each chapter should provoke readers to critically look at their own organisation with a fresh perspective. It will help you draw a better road map in your talent search!

"This book is about why it's essential to connect strategy and people to manage talent, and more importantly, how to do it. It rests on three key concepts: alignment, engagement, and measurement. Alignment means pointing people in the right direction. Engagement means fostering commitment to your basic purpose and direction. Measurement means providing connected and balanced ways for your company and employees to keep score about how you are doing. When you do all three things, you will be managing your talent and company to achieve extraordinary results" (from the Introduction p.9).

In this context, Edward L. Gubman introduces 'Improving Business Results with People (IBR) Model' used by Hewitt consultants as an alignment model. He argues that "The IBR model is designed to ensure you line up all the critical elements in talent management. If you pay attention to these pieces and execute them right, you will create alignment that enables you to achieve extraordinary business results" (p.32). Thus, he elaborates this model in more detailed throughout the book.

The stages of the IBR model can be outlined as follows:

1. 'Business Results and Strategies' describe the outcomes you are trying to achieve as a company and the strategies you are using to get there. Thus, he defines strong business results as:

* great value for customers,

* rewarding work situations for employees-including psychological, social, and financial rewards,

* high returns for shareholders. (more detailed discussion see Chapter 2).

2. 'Business Capabilities' refer to your distinctive abilities as an organization to use money, technology, information, people, and other resources to create a competitive advantage. He argues that "Your goal in developing these capabilities is to build unique abilities that competitors have difficulty copying so you have the advantage" (p.46).(more detailed discussion see Chapter 3).

3. 'People Requirements' are the things you demand from people to exercise your capabilities-what you need from them to be successful. He describes these requirements as the Three Cs: culture, competencies, and contract, and argues that "These three are interrelated so it's hard to separate them completely" (p.57).(more detailed discussion see Chapter 4).

4. 'Employee Priorities' are the 'bottom-up' of the equation. In this stage, he focuses on the changing nature of the employement relationship as a context for engaging employees, what engagement is and how you can increase it, and the psychology of engagement and change.(more detailed discussion see Chapters 9 to 11).

5. 'Workforce Strategies' are the distinctive plans you have for acquiring, developing, deploying, and retaining your people for competitive advantage. He argues that "Smart companies build plans for their workforce just like they build plans for the other parts of their business" (p.75). Hence, he describes elements of a workforce strategy: (a).people requirement-the cultural values, competencies, and contract, (b).employees' needs, fears, and goals, (c).the resulting employement relationship, (d).organization design, and (e).priorities for change.(more deatailed discussion see Chapter 5).

6. 'Management Practices' describe the ways you enact your workforce strategies. In this stage, he examines (1) three major criteria for excellent management practices-alignment, integration, and execution, and (2) five management practices-staffing, organizing, learning, performing, and rewarding.(more detailed discussion see Chapters 6 to 7).

7. 'Business Interactions' is where all business results occur. He argues that "All business results come from interactions-leaders with employees, employees with employees, and employees with customers. These interactions are changing, and some are becoming much more electronic. Sometimes the 'employee' now is an ATM machine, a voice-mail box, home page, or voice response circuit" (p.143). Hence, in this stage, he examines these interaction processes.(more detailed discussion see Chapter 8).

8. 'Balanced Measurements' are both the business and individual measurements that gauge how well you and your employees are doing. He argues that "Measurement is the last of the three processes you need to connect talent to strategy to deliver outstanding results" (p.225).(more detailed discussion see Chapters 12 to 14).

Finally, as conclusion, he rightly argues that "The growing effects of the information economy, globalization, and changing demographics are coinciding to create a new era in business-the era of talent. Your ability to attract, manage, and retain talent will determine whether you succeed. This wasn't always true in the past. Before, you could succeed if you controlled enough physical resources. Today, talent is the fundamental resource in business" (p.292).

Highly recommended.

The key theme of this work is that the competitive advantage goes to those companies that are best at finding, motivating, and retaining talent to fill critical positions-especially in high technology sectors. The book is filled with good advice on staffing, recruiting, motivating, managing, and retaining people. Adding to its value, Gubman gives many references to what leading companies are doing. Plenty of sound advise and examples make this worthwhile reading. Reviewed by Yvette Borcia, co-founder, Stern & Associates, author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.

Mr. Gubman provides some of the best, most straight-forward information I have read on the subject. His simple, clear, discussion was extremely refreshing. His method of aligning the HR practice with Company strategy is excellent. I most enjoyed the little nuggets of wisdom located in the tables throughout the text. They are an superb summary of the text material for those with limited time or who decide to only scan the material.