Organizations Books

Dr. Cheshire does a wonderful job of communicating the quantum makeup of the character trait we call leadership. While his work is centered in philanthropy, his research and conclusions have application to all aspects of living. Anyone fascinated with the non physical nature of our physical universe will appreciate and recognize the truth of Dr. Cheshire's words.

Leading by Heart outlines a leadership model which I have used extensively since studying with Dick Cheshire at Chapman University. The model applies to not-for-profit organizations and businesses. In fact, I have applied his leadership principles to all my classes and writing projects. The result has been greater clarity and focus on the importance of personal responsibility. I recommend this book to every voluntary leader in need of a new perspective on the challenges before them.

I find Cheshire's book to be applicable to the world in which we live. As a pastor of a church, I have bought copies for my Executive Board members to read, knowing that his emphasis upon compassionate leadership is what we all need to hear. He blends current scientific thought -- quantum physics -- with the need for new thinking in the Leadership world.
It was also helpful to have two scenarios played out -- volunteer institutions needing change -- in the form of college presidents and the dilemmas they face.
"Leading by heart is the primary challenge of our time." I can't agree more. Anyone who works with volunteers needs to read this book.

As an Executive Director of a small non-profit Dr. Cheshire's work has given me a new perspective on my role and that of our agency in the community. His case examples provided the context needed to apply the theories presented. It is a great honor that I was able to work with Dr. Cheshire during the summer of 2003 and discuss practical applications of "Leading By Heart" to my work and my leadership style. He is truly an amazing man with a wealth of experience. This is a must read for leaders in the non profit world.

Today, when imperious Management is confused with Leadership and many "leaders" at the highest levels of business and government have thrown moral practice aside for personal power and profit, Dr. Cheshire's book is a charismatic call for an ethical rebirth of Leadership. Since completing a Master's level program he taught in 1997, with a array of stellar guests, I have followed the ideas laid out in the Quantum Civics Paradigm presented in Leading By Heart.

It is a call to arms for those chivalrous enough to place a standard higher than reward, in their lives, their work and their voluntary activities. Dr. Cheshire states the sound philosophy of doing the greatest good, at the least expense, for the greatest number of people, over the longest period, in any endeavor. Leading By Heart is also the public presentation of his theories of organizational DNA and the formula for assessing organizational potential, I=am². These are exciting ideas with great potential in the fields of leadership and fundraising.

The material in this book has moved me in my career and personal life, and I have been forever changed by it. Read it, use it and the world will be better for your being here. That is the promise in each of us. That is the potential of Leading By Heart.

Hank Lamb
Director
Pros & Cons Project
Livingston, TX & Perris, CA

Many, if not most, corporations try to utilize scenario planning in their strategy process. All too frequently, these efforts become routine: what if we increase (decrease) marketing budgets by 10%? What if raw material prices go up (down)? It's all pretty warm beer given the pace of business change every company faces.

This book shows how to do it right. The editors have shaped the contributions of 24 experts iinto a thorough, rigorous book covering all the vital aspects of scenarios. The reader will find clear discussions of what scenarios should be and how organizations can use them to "learn from the future." There are chapters on tools and techniques (like simulation models), advice on implementation, and case studies from both the private and public sector. The last chapter, "Twenty Common Pitfalls in Scenario Planning" is especially valuable.

Forewarned is forearmed. Any manager who does not want to go into the future blind and defenseless must read this book.

If you talk to someone about using scenarios to think about the future, chances are that the other person will nod her/his head in agreement with whatever you have to say. That surface agreement, however, will be misleading because the other person is probably thinking about a totally different kind of scenario thinking than you are.

Learning from the Future helps overcome that misunderstanding by explaining a large number of ways that scenarios can be used. The book contains 25 chapters which each look at a different aspect of scenario development and subsequent thinking.

Three chapters look at what scenario learning is. Seven chapters explore basic approaches to constructing scenarios. Eight chapters describe how to apply scenarios in different contexts, like competitor evaluations, technology investing, making public policy decisions, and considering customers. The final section looks at how to create the right organizational environment for making and using scenarios for learning.

You will benefit from reading the thoughts of many of the world's top experts and users of scenario learning including Peter Schwartz, Kees van der Keijden, Ian Wilson, Liam Fahey and Robert Randall. It is a great line-up, and what they have to say is good food for thought.

If you would like a good introduction to scenario learning, this is an excellent place to start because the perspectives that are captured are unusually broad and appropriate.

This book belongs in the business library of every business decision-maker. When an important question arises, you can use this book as a resource to think through how you might best use scenarios to create a better result. Enjoy!

Learning From the Future, by Fahey and Randall, is a very comprehensive how-to manual for creating foresight scenarios and turning them into action. The use of scenarios to formulate a vision of the future and how best to be prepared for it has been a major strategy tool since the RAND Corporation, the military think tank, started using this methodology in the 50's to plan for "unthinkable" contingencies.

The collection of authors recounts the steps vital to a good scenario: identify key current forces affecting the organization, involve all levels of management (so they "own" the scenario results), assure the scenarios are linked to crucial decision processes, do not slip into trying to forecast the "most likely" future, tell a story, link the scenario elements logically (perhaps graphically) together. Chapter 4 is especially good at describing how to create matrices of outcomes with sliding scales of driving forces such as the price of gas or protectionist versus open markets. Both "future forward" (present day forward, or inductive) and "future backward" (working from the future backwards, deductive) scenario types are explored, as are computer-assisted methods.

Every conceivable element that could be factored into a scenario is covered and categorized in the book, including political trends, natural disasters, pricing and cultural trends, as well as the classic SWOT (strengths, weaknesses, opportunities, threats). If there is one fault to the book, it is that the case studies could be more poignant - instead of distinct organizations with palpable products and threats, these tend to be generic (e.g., a "high tech" company producing "electronics"); this exsanguination of content leads to some bland examples and occasional lapses into platitudes (e.g., "leave enough time for evaluation"). In contrast, another scenario book, The Sixth Sense, by van der Heijden, glows with colorful case studies. When I created and played in scenarios at RAND, we found that adding color and story helped the process immeasurably: we created posters and put them on the wall, we got into character like actors do, we generated future headlines and stories - not just generically, but for a specific date and paper (the Washington Post was a favorite) - to make the process seem more relevant and the results more richly detailed. The book could also have more precise examples of insights and corporate changes that resulted from scenarios as evidence for their worth - this text is clearly meant for the already converted. That said, the very extent and thoroughness of the material, its coverage of elements often left out of other texts, and its provision of checklists for novice scenario builders, make it a must-read. The use of scenarios has a long track record of success, even in decades past when the rate of change and pace of market forces was more leisurely. In this day and age, when markets can evolve every six months, the use of scenarios to enable an organization to be proactive rather than reactive is more important than ever, and this text is one of the most exhaustive that exists on this important topic.

Fahey and Randall have brought together an excellent team of authors who have given numerous suggestions of what to do and what not to do in developing scenario learning in organizations and institutions. From making it unmistakable that top CEOs must be involved in the process, to offering an outline for a scenario learning workshop, suggestions for scenario learning team members and cautions about the pitfalls of using scenarios, the authors have given their insights and visions for successful futures planning for organizations.

The smart leader uses scenarios as an important tool in the executive toolkit. Just as good decision-making is not done in a vacuum, but rather is done in the light of a good deal of research and information gathering, so even scenario planning is prefaced by homework, preparation. Elements of history, traditions, branding, decision-making methodology, personnel, key decision factors and key external forces are all pieces of the background necessary for scenario planning. Scenario Learning is not just one more thing one must do because some higher up says it must be done. It is not just a task. All decision-making of any magnitude needs to cease until the scenario planning sheds light on the decision. This process is the best of strategic planning and should not be set aside while the company chooses its strategy. "Scenarios are most valuable when they are understood to be movies of an evolving story, not a snapshot of a specific point in time" (p. 12).

Several types of scenarios are offered. Scenario learning, in the context of Systems Thinking, is a powerful tool for moving into a changed reality. Systems thinking is the engine of dynamic scenario planning. In any system it must be understood that each element in a system acts or reacts to every other element in the system (elements such as events, patterns of behavior and contextual structure). Seeing the system rather than individual elements when making a decision means making decisions with a greater possibility of successful growth.

"Scenario Learning is a search for an understanding of how the future could change, and how an organization could thrive by adapting to a number of particular changed circumstances." Scenario learning identifies what the indicators of change are, and what decisions and actions must be taken today to be ready to survive and win tomorrow and in the years to come" (p. xi). What follows in the book does indeed make this clear.

This impressive work shows how to harness imagination and strategic management techniques to create scenarios that simulate future opportunities and threats. Shows how to use scenario building, drawing on case studies and insights of 26 expert scenario developers. Presents a new system of scenario learning, bringing together strategic management, scenario technology, teamwork, creativity, and decision-making skills. This is a meaty and informative book.

At last a practical way to review and analyse the culture of an organisation and track its development.

What are organisations for? This book enables the reader to understand the root causes of current imbalances in the world economy/ecology and know what they can do (within their reach) to make a difference.

A synthesis of the works of Stephen Covey, Jim Collins and other great corporate alchemists.

"This book has been such a journey. I started out with two ideas. The first idea was that organizational transformation must look and feel a lot like personal transformation. The second idea was that the values held by successful companies must be similar to the values held by successful individuals. These two ideas led me on a journey of discovery that gladdened my heart...This book...provides a road map and tools for those who want to travel the same path" (from the Foreward).

In this context, Richard Barrett, in Chapter 11, shows a comprehensive framework for building a visionary organization. Here, he defines a visionary organization as a long-living, successful organization that cares about its employees, its customers, the local community, the environment, and a society at large. According to him, visionary organizations take social responsibility very seriously, and they display six important characteristics:

1. They have strong, positive, values-driven cultures.

2. They make a lasting commitment to learning and self-renewal.

3. They are continually adapting themselves based on feedback from internal and external environments.

4. They make strategic alliances with internal and external partners, customers, and suppliers.

5. They are willing to take risk and experiment.

6. They have a balanced values-based approach to measuring performance that includes such factors as corporate survival (financial results), corporate fitness (efficiency, productivity, and quality), collaboration with suppliers and customers, continuous learning and self-development (corporate evolution), organizational cohesion and employee fulfillment (corporate culture), and corporate contribution to the local community and society.

Hence, he develops a three-phase process for building a visionary organization: (1) preparation, (2) implementation, and (3) maintaining an evolutionary culture.

Finally, during the process of building a visionary organization, he writes that "the critical factors in successful transformations are (a) the management team's commitment to modeling the new values and behaviors; (b) integrating the new values into the structural incentives of the human resource processes of the organization; (c) building psychological ownership by involving employees in defining the missiom, vision, and values and the Balanced Needs Scorecard objectives and targets; (d) helping employees to think like owners; and (e) assigning responsibilities and developing structural mechanisms to support innovation, learning, and cultural renewal."

Highly recommended.

In his visionary and hopeful book, Global Mind Change, The Promise of the 21st Century (1990), futurist Willis Harman observed that we are in the midst of the greatest social shift since the Middle Ages, a change in the actual belief structure of Western society. As the dominant institution in society, Willis felt business had an obligation and the potential to lead this shift. In Creative Work: The Constructive Role of Business in a Transforming Society (1990), he provided some benchmarks of new paradigm business and examples of a handful of leading companies.

Richard Barrett is clearly an inspired central figure in empowering the business world to take its place as an evolutionary and transformational force. Through his consulting practice, speaking engagements and now his powerful new book, Liberating the Corporate Soul, Richard presents the business world a gift of immense proportions providing a clear understanding of how to liberate the untapped creative brilliance, deep compassion and universal love that has been trapped within the prisons of old paradigm business models.

He challenges business leaders to "create strategic goals that call for quantum increases in performance that promote transformational thinking." "These improvements are achieved", he says, "only by taking a systems approach-a shift in basic assumptions that create a new way of being and doing - evolution". "Not doing things differently, but doing different things." Not shifting things around a table but creating a new table. "When individuals are asked to participate in transformational thinking they tap into their intuition and creativity. This type of thinking can only be maintained in corporate cultures that are built around trust, employee involvement and openness."

He cites the research of Collins and Porras whose book, Built to Last, proves that "contrary to business school doctrine, maximizing shareholder wealth and profits are not the dominant driving forces in most long lasting successful companies. Throughout the history of most visionary companies a core ideology existed that transcended purely economic considerations."

Quoting mystic poet Kahil Gibran, who said "work is love made visible", he goes on to say that "the challenge for companies in the twenty-first century is to create a work environment that encourages personal fulfillment-taking care of employees' physical, emotional, mental and spiritual needs....to live out their passions and provide them with opportunities for service". According to a 1995 Newsweek article, 58% of Americans feel the need to experience spiritual growth. "What better place", Richard asks, "than through your work?

Building on the work of humanistic psychologist Abraham Maslow, he finds that "most companies are stuck in the lower levels of consciousness he has identified as survival, relationship or self-esteem consciousness."

Barrett has developed the Balanced Need Scorecard and other powerful laser-like measuring tools to help organizations determine if the values they espouse are being embraced and lived. In the end, he believes "companies either operate from the fears of the ego or the love of the soul". Richard defines evolutionary leaders as "people who hold a vision and courageously pursue that vision in such a way that it resonates with the souls of people".

As the editor of an online publication that explores new paradigms in business and other disciplines, I would not risk entering the 21st century without reading, digesting and implementing the ideas contained in Liberating the Corporate Soul. Those companies that do will have a strategic advantage over those that don't. More importantly, it is unlikely that corporations will survive without creating transformational cultures that nurture and liberate.

New Book Provides Road Map and Tools For Building Visionary, Values-Based Businesses

(Washington, D.C. - December 1, 1998) You don't have to look far these days to witness the growing trend in business to nurture the corporate "soul." Once muttered in hushed tones of self-conscious reserve, soft-sounding words like "values" and "meaning" and "spirituality" are becoming as bold and common in the corporate lexicon as hard-nosed phrases like "bottom-line" and "return on investment." Until recently, though, the two vocabularies have struggled to come together in any cohesive, systematic process for guiding the strategies and actions of corporate America.

In a new book entitled Liberating the Corporate Soul (Butterworth-Heinemann publishers), author and business consultant, Richard Barrett, bridges that gap with an approach to organizational planning that will warm the hearts of human resources, corporate affairs and financial people alike.

The book begins with a review of Barrett's central thesis that "who you are and what you stand for are becoming just as important as what you sell." Next, Barrett describes his Corporate Transformation ToolsSM which is a set of measurement instruments for "auditing" individual and organizational values. Finally, the book provides a framework for using those tools to build a visionary, values-based organization.

Barrett's model is based partly on the landmark work of Abraham Maslow who defined the human "hierarchy of needs" on four main levels - security, relationship, self-esteem, and self-actualization. "Maslow himself concluded, however, that self-actualized individuals were actually motivated by higher states of consciousness, including spiritual needs," says Barrett. "But he never fully delineated what those states were."

Liberating the Corporate Soul expands on Maslow's work with a detailed explanation of Barrett's Seven Levels of Organizational Consciousness (survival, relationship, self-esteem, transformation, organization, community, and society) and Seven Levels of Leadership Consciousness (authoritarian, paternalist, manager, facilitator, collaborator, partner/servant, wisdom/visionary). According to Barrett, one level isn't necessarily superior to another. "All are relevant. It's really more a question of balance," he says. "However, it is at the higher levels of consciousness that organizations are meeting spiritual needs that focus more on the common good than individual self-interest."

The book's message and methodology are receiving acclaim from noted business leaders and authors throughout the world. Martin Rutte, co-author of the popular Chicken Soup for the Soul at Work calls Barrett's book "the bold, practical blueprint we need for moving business to the next evolutionary level. Sweeping, brilliant, a sense of the grandeur of the new paradigm of business." Marcello Palazzi, Co-Founder and Chair of the Progessio Foundation in The Netherlands says that "Liberating the Corporate Soul achieves the impossible: it integrates the intangibles of ethics, vision, and consciousness into a tangible measurement system."

Barrett began his search for a mechanism that would align an organization's actions and decisions with individual and social values when he was employed at the World Bank. In the early 1990s, he set out on a personal mission to move values to the top of the bank's business agenda. Through a series of determined steps - including the formation of the "Spiritual Unfoldment Society" at the bank - he managed to fulfill his mission and simultaneously formulate his values-based organizational development system.

Today, Barrett is head of his own consulting firm, Richard Barrett and Associates, LLC, and he is using his values-based system in working with organizations throughout the world. He is quick to point out that all of the organizations with which he works have values. The question is whether those values resonate internally with employees searching for deeper meaning in their work lives, as well as externally with a society increasingly favoring businesses that exhibit advanced levels of social consciousness.

The book cites revealing data from several research studies to support Barrett's claim of shifting trends in employee and social attitudes. The Cone/Roper Marketing Trends Report shows that 76% of consumers in 1997 said they would switch to brands associated with a good cause if price and quality were equal. That figure is up from 66% in 1993. On the employee front, a study conducted by Students for Responsible Business with 2,100 students at 50 graduate business programs found that 50% said they would accept a lower salary to work for a "very socially responsible" company. Perhaps more revealing, 43% claimed they would not work for a company that was not socially responsible.

Data like that is not being lost on some of the country's leading business figures. In his book, Barrett quotes Levi Strauss CEO, Robert Haas, as stating "In the next century, a company will stand or fall on its values."

None of the enthusiasm for this growing trend is much of a surprise to Barrett. "People naturally feel better about themselves and their companies when they see a clear sense of values, vision and compassion driving management decisions and actions," he says. And there's good news in that for the people watching the bottom line, because those positive feelings will translate into greater loyalty, stronger performance, and higher profits. It's a win-win outcome all the way around."

Liberating the Corporate Soul is now on sale at major bookstores across the country.

Although the title appears simple, every page has condensed, meaty points which are easy to understand and make sense. The authors obviously understand that one needs to "listen" before any self improvement can be addressed. Very pro-active and lets the reader know s/he will succeed.

A practical, concise guide that will enhance the communication skills of the novice and veteran administrator.
The book teaches you to be a more effective listener and communicator.
While it is an essential tool for a supervisor, It belongs on the book shelf of everyone who wants to be successful in the workplace.

A first glance at this book, an hour before a meeting, grabbed my attention and I grew curious to see if the authors' plan for effective meetings would be reflected in my own workplace. The truth? Lemay and Schwamberger's advice on providing an agenda and keeping discussions on track would have made that long afternoon much more worthwhile! A quick and interesting read, their guide leads the average person to realize how simple it can be to achieve excellence at work.

The collaborative work of Eunice LeMay and Jane Schwamberger (who together draw upon a total of sixty years of experience and experience working and managing in libraries and the business world), "Listen Up!: How To Communicate Effectively At Work" is a compilation of apply-it-yourself skills for communicating effectively with customers, clients, co-workers, and bosses regardless of gender, cultural, or generational differences. Readers of "Listen Up!" will learn how to identify their own (and others) learning and workplace behavioral types. This will lead to an enhanced ability to foster teamwork, reduce stress, and improve performance. Based on the concept that listening is the foundation of good communication, "Listen Up!" is confidently recommended reading for anyone seeking to increase productivity and job satisfaction for themselves, their employees, their management, their vendors, and their customers.

This is a truly helpful and practical book for both supervisors and staff. As a retired Library Director I wish it had been available when I was working. It should be essential reading for anyone in a supervisory position. Presented in a clear, easy to digest format, it addresses many of the communication problems that organizations face. Using this book as a source for a staff workshop would be a great idea. Thanks to authors LeMay and Schwamberger those who wish to improve communications and resolve problems at work have a great tool.

If you're frustrated with your career or if you've been hopping from company to company looking for the perfect job, this book is a must-read. Most jobs, authors Joe Frodsham and Bill Gargiulo believe - perhaps overoptimistically - already offer the possibility of satisfying work. Frodsham and Gargiulo provide a step-by-step guide to finding the things you truly love to do - your "passions." Once you understand these deep personal needs, then you can retool your job to meet them. The authors caution against switching organizations except as a last resort. We recommend this book to perennial job-seekers. If you absorb its information and do the internal work it advises, perhaps you, too, can attain "career wealth" right where you are. Hint: "career wealth" is not the same thing as earning a lot of money, just a lot of satisfaction.

"Make it Work" is a rare find. A book that gets right to the principles and practices that will transform your career and your life.

So many people that are unhappy in their current jobs look outside at what appears to be the greener pastures. A large percentage eventually succumbs to the illusion of "it's better over there" and change jobs, only to find that there really is little difference. Many of the others remain at their job, happy in the security and stability, yet inwardly unhappy and resentful. The authors make a powerful case for another option, instead of looking over the fence, scan your current pasture with an idea of applying the proper fertilizer and periodic watering. In other words conduct a detailed examination of your current company and your passions and see if there is compatibility between your passions and what the company needs.
Options are that some job description needs to be changed, a current job needs to be done differently, a new one created or a job developed where there is no detailed description. The positions of the authors make an enormous amount of sense for employees and employers. The cost of losing a productive employee is enormous, so it makes economic sense for employers to be reasonably flexible in allowing employees to expand their horizons. Changing jobs is a traumatic experience that should be carefully thought out and often fails to generate an improvement in your emotional, psychological and professional well being. Therefore, if you can find or create something better where you are at, then by all means you should do so.
A self-help book that makes sense, contains nothing that generated the "what a crock" reaction when I read it, and has a lot of sound, practical advice, it should be read by everyone who is unhappy in their current job.

This is a must read if you want to be successful in your organization! "Make it Work" cuts through the jargon and lies, and really enables you to apply principles for success. It's unleashed my heart and career, and I am forever grateful for it.

I picked it up and I couldn't put it down. It's got the right tools and advice for a person that career minded. It also made me realize that I can get the brio that I want out of my career, just where I am. This is a great read!

A must read for any activists. Easy to understand and yet effective.

This is the how-to book I wish I had written. It's perfect for activists, charities, government agencies, even PTAs! No one can sell an idea or cause better than the person who believes in it--this book gives you the basics and more on how to get your campaign or event in the news.

The most difficult task for any activist or organization is getting noticed. With an influx of so many news agencies and mediums it's hard getting noticed by reporters and editors.

This book shows you how to make your cause 'interesting' to those who matter in getting your message across: the Media.

You'll learn how to do several things like give speeches, create an identity, use props & mascots and more.

Although it could have probablly included more in-depth detail and 'how-to' it was certainly worth the investment.

Bottom Line: Worthwhile addition for any activist or their organization. Invaluable for the person in charge of making causes and campaigns noticed!

Outstanding on all fronts. No jargon - all facts. Salzman shares his secrets and tells you how to figure out making your work into news. In this image-crazed age, this book is a must.

Gearing up a new issues education/activist organization, I read this invaluable tome. Then I called its author (Jason Salzman) to find proteges of his whom I might hire on the East Coast. After talking with him over a couple weeks, I hired him and have tremendously benefitted from his experience, wisdom and creativity. Not often we can hire the guy "who wrote the book." If you can't hire him yourself (try though), his book lays out the science and art of garnering media for you to tout your cause.

This was a very helpful book. I consider this book more as a manual on ministry to be referred to again and again. This is not a book that you read once, say "I got it", and never pick up gain. I highly recommend it for leaders and future leaders of churches so as to pattern ministry after the Bible, rather than the shifting sand of culture's preferences.

The introductory title says it all "Shepherds and Construction Workers." Right from the start, MacArthur sets his paradigm against the popular opinion of what church leaders should be doing. Church leadership is not management and is not glamorous. Rather, it is spiritual ministry (Jn 13:3-17) and spiritual construction with God to build the church (1 Cor 3:9-11).

This book is divided up into 3 parts not including the appendix.
Part 1. The Anatomy of a Church: MacArthur walks through the scriptural analogy of the Church being Christ's body with Himself as the Head (Col 2:19, Col 1:18).
a. The skeletal structure. The "skeletal" structure of the church is the critical components to being a church; if it yields, it is no longer a church: A high view of God, absolute authority of scripture, sound doctrine, personal holiness, and spiritual authority.
b. The internal systems. The spiritual attitudes necessary for church vitality: Obedience (he writes, "the all-pervasive attitude that makes all other attitudes possible"), humility, love, unity, willingness to serve, joy, peace, thankfulness, self discipline, accountability, forgiveness, dependence, flexibility, desire for growth, faithfulness, and hope.
c. The muscles. That which enables the body to function: Preaching and teaching, evangelism and missions, worship, prayer, discipleship, shepherding, building up families, training, giving, and fellowship.
d. The Head. The most important part. The Head of the church is the Lord Jesus Christ. Without Him we can do nothing (Jn 15:5). Then, he points to Christ the Head as Savior, Shepherd, Sovereign, and Sanctifier.

Part 2: The Dynamic Church
a. The Pattern of the early church. He discusses the founding of the church, the ministry of the church, and the leadership of the church.
b. Elders, deacons, and other church members.
c. The Thessalonian model. A surrendered, soul-winning, second coming, steadfast, and submissive church.
d. The Marks of an Effective church: Godly leaders, discipleship, an emphasis on penetrating the community, active church members, concern for one another, devotion to the family, bible teaching and preaching, willingness to change, great faith, sacrifice, and worship.
e. The calling of the church: Called BEFORE: Election, Called OUT: Redemption, Called TO: Sanctification, Called TO: Identification, Called UNDER: Revelation, Called WITH: Unification, Called UNTO: Glorification, and Called FOR: proclamation.
f. The Lord's work in the Lord's way: vision for the future, sense of flexibility, commitment to thoroughness, commitment to present service, acceptance of opposition as a challenge, a team spirit, and a sensitivity to the Spirit's leading in others.

Part 3: Qualities of an Excellent Servant
a. Understanding the seducing spirit
b. Understanding the duties of ministry
c. Shepherding the flock of God

The book also has a huge appendix of 150 pages. It answers:
1. Answering the Key Questions about Elders
2. Answering the Key Questions about Deacons
3. Qualifications for Spiritual Leadership
4. Elements of Church Discipline
5. Restoring a Sinning Brother or Sister
6. Should Fallen Leaders be Restored?
7. The Danger of False Teaching
8. Why I still Preach the Bible
9. Why Personal Integrity is Crucial for the Church
10. Why I love the Church
11. Why Doctrine is practical

MacArthur's plan for the "church" is extremely sound. His preceptions are based on origional language of the Bible and will work for anyone committed to establishing a God honoring body of believers.

John MacArthur has done an excellent job explaining from the Scriptures the plan that God has ordained for the local church. He teaches what the Bible says about elders, deacons, women's roles, church discipline, preaching, etc. Very scholarly without being dry. Excellent exegesis.

Although the "Master's Plan for the Church" (MPftC) came out before "Ashamed of the Gospel" (AotG), I recommend reading AotG before MPftC. AotG presents a broader base for what problems exist (e.g., watering down the gospel) and why they exist. MPftC is more of a practical application -- now that AotG has shown what to avoid, MPftC shows a better way to implement things in your church. Our denomination (CRC - Christian Reformed Church) has most of those things in place and does a pretty good job of staying true to how a church should be run. MPftC helps keep our minds in line with doing the right things and not just things because "we've always done it that way". Most of the chapters and appendixes are taken from sermons at the author's church. The format is easy to read and well organized. The appendixes fill the final one-third of the book and are required reading. I recommend getting both books for your church library (we have AotG and probably will get MPftC soon).

Very thorough and to the point in so many aspects of the church. From backing up why a plurality of elders to church discipline. A very good read that will point the reader of what God truly wants from His church based on the biblical model set forth in the New Testament. I extremely liked the area describing the elder; his qualifications and disqualifications based on what the Greek text provides.

In the back of the book in the appendixes he then tackles questions regarding different aspects of the church, such as major questions regarding elders and deacons. He defends many topics including having one of the elders being the lead (teaching pastor) to why the elders can, but not as a rule, be paid.

I would recommend this to anyone wanting to reconfirm what the Bible teaches on the church and not our traditions passed on generation upon generation. Very big help!

Leaders have to be competent, or the whole thing won't work. "Mastering the Management Buckets: 20 Critical Competencies for Leading Your Business Or Nonprofit" is a crash course in leadership skills for those who want to learn everything they need to know about company management. With nearly one hundred pieces of invaluable advice, as well as an index and bibliography, "Mastering the Management Buckets" is an excellent choice for prospective leaders and for community library business collections.

I'm often daunted by how much there is to master in running a nonprofit organisation. What should I be an expert in? What niche publications should I be reading? What training do I need?

The thing I love about John's book is that if I didn't read anything else, but just mastered each of the 20 buckets he talks about, then I'd be in the top few percentile of my game. I can't think of anything of substance that is missing from the book, it covers such a wide range of practical topics. But it somehow covers them in enough depth to be really helpful.

I wish I had come across this earlier - but since I'm still relatively young, there's hope for me yet that I'll have time to integrate the good common sense that John outlines! The book is easy to read in its style, bite-sized and practical in its format, and one of the very best books I've come across for nonprofit leaders.

After starting to read this book my reaction was WOW! I've never seen so many practical ideas for leaders in one book. John Pearson draws on a vast array of sources that he came across over his long career including time he spent with Peter Drucker. The book describes 20 critical competencies are broad and include topics you don't usually find in books on leadership such as systems, board, budget, operations and crisis.

The competencies are what Pearson calls "management buckets." Some people will like this description, others may be tempted to dismiss the bucket metaphor as lite. That would be a mistake. The book is jam-packed with substantive ideas and insights. I was glad to see that Pearson covers the "hard" issues such as being results oriented to the "soft" issues such as caring for employees. I'm recommending this book to leaders as one to take their leadership team through. It will surely stimulate a list of actions that will benefit their team and organization.

The book does have a lot of references to Christianity because John is a Christian and he has primarily worked for and with Christian organizations. If you work for a Christian organization, this is a must read. If not, or if you are not a Christian, you will still benefit from the ideas and practices described in the book. Because social sector organizations rely so much on volunteers they have learned much about motivating them and for-profit organizations can learn a lot from effective social sector leaders such as Pearson.

I also want to point out that the book is well-organized into short sections so it's ideal for most leaders who prefer bite-sized readings. Too many books these days fail to include end notes and I was glad to see that Pearson provided extensive endnotes that will allow readers to dig even deeper into the many sources he drew upon to write the book.

Bottom line: I highly recommend this book!

Only John Pearson could pour the insights gleaned from twenty five years in chief executive roles at three different associations into twenty management buckets: six buckets focused on The Cause, seven buckets for The Community, and seven buckets for The Corporation. The language of The Cause is purpose driven. The language of the Community is warm affirmation. The language of The Corporation focuses on operations, systems and fiduciary responsibilities.
Chapter by chapter each of Pearson's twenty buckets gets filled with "strategic balls" that leaders can utilize to enhance their management of each bucket theme. The chapters are filled with anecdotes about real life experiences in the workplace.
My favorite is The Hoopla! Bucket. Spring-boarding from Dennis Bakke's Joy at Work, Pearson articulates a value proposition for Hoopla as a way to relieve stress and build team spirit in the workplace. This is a critical concept for the great number of nonprofit organizations that have squeezed the pennies so tightly that they have made their workplaces blatantly undesirable and unhealthy.
Mastering the Management Buckets is a straightforward refresher course in critical competencies critical for successful leadership in organizations of all kinds. The book serves it up straight, consistent with Pearson's persona as a straight shooting leader, a man of integrity and a follower of Jesus. If you're looking for ways to enhance your management skills, built on a Biblical platform that views leadership as a spiritual exercise, this book is for you.

Mastering the Management Buckets provides invaluable guidelines, profound insight, and clear direction. There's more solid, practical advice for managers and leaders than can be received in many of the books I've read in my forty-years of ministry. I'm a visual guy. So the illustrations of the 20 buckets concept really rivots my attention. This book is a hands-on resource, it transforms my leadership thinking. I only wish I had this resource in my hands ten years ago!

The Newark Teacher Strike was an exhilarating book and it actually made me feel the
emotions that the teachers were going through. It astonished me to see that over 200
people were imprisoned due to this strike; although after reading further other actions
were more astounding. This book should be read by every teacher and soon-to-be
teacher to truly understand the command these teachers took upon themselves.
This book portrays the struggles of the teachers not only against the Board of
Education, but also against one another. There are powerful excerpts pertaining to
equality and differences. There is a lot to learn from this book, and some parts I found
so interesting that I actually read them again to make sure I was taking everything in.
This book transcends the ultimate message that no matter how difficult something may
be you should stand up for what you believe in.

Steve Golin takes great care as a historian to report the perspectives of the teachers who went on strike in 1970 and 1971 in his narrative "The Newark Teacher Strikes: Hopes on the Line." Emergent is the fact that what started the strikes is not what ended them and what teachers had begun fighting together for ended in their battling against each other because of their differences.

The first strike was almost inspiring. Teachers of different backgrounds banded together under the brotherhood of the union and fought for its say in decision making for schools. In his reporting, Golin uncovers the underpinnings of the teacher's tensions by the time of the second strike, which ended in nearly two hundred people arrested or placed in jail. Black, Jewish and Italian teachers were all seeking betterment for themselves and/or the quality of education, however, they grew to feel differently about the union. The ubiquitous issues of race, gender and class snuck up on the strikers. The equality of men and women as professionals in the workplace became a contributing factor to the increased tensions between teachers. Adding insult to injury were the pay differences between elementary and secondary teachers. Race, however, was one of the most powerful and destructive factors affecting the second strike. Golin also retells accounts of those sentenced to jail after the second strike and how their experience has changed their lives.
For the novice urban school teacher this book is an invaluable reality check revealing the extent to which our predecessors were willing to go to fighting for what they believe in. It made me question to what extent I would fight for what I believe in, should I be called upon to do so.

Steve Golin's The Newark Teacher Strikes is a thought provoking book which allows people from all walks of American life to get into the minds of the men and women who shaped the evolution of Newark Teacher's Union through the strikes that occurred. This book was not only about the efforts of Newark teachers trying to improve the educational system, but about teachers, men and women, "Blacks," Jews, and Italians alike, developing their own self identity and self importance in their career as educators in the public school system. Teachers tried to identify themselves as professionals yet were asked to join a Union which was typically organizations for non-professional.

The book also focuses on teachers in Newark in the midst of civil rights movements while trying to better the educational system for America's youth. In some cases, the changes the NTU desired were tied to the civil rights movement. Newark was a great example of how teacher unions developed during these times. The "Black" population grew from 11 percent in 1940 to 54 percent in 1970. Minority teachers were fighting for a place in society and for power and representation in governing, while at the same time working to improve education.

The concept of isolation is also addressed in this book: "Probably the worst thing in any strike is for the strikers to feel isolated." One of the biggest benefits of being part of a Union is the easing of the mind that a person is not alone in their feelings and thoughts. People can feed off each other's energy. People can listen to each other's stories and realize that they are not so different. Unions also validate the feelings and concerns in the minds of people.

Golin's approach to understanding the psychological aspect of people involved in the Union development in Newark was successful. Throughout the reading I found myself pondering the thoughts of the individuals who were brave enough in uncertain times to stand up for the principles of their convictions. Their thoughts and perspectives enlightened me. It made me prouder to be in education and realize that our work as educators is not yet done. Furthermore, I have concluded that our work does not have to take place just in our classrooms, but efforts outside the classroom in non-curricula arenas.

Brian R. Currie

Steve Gotlin's book, "The Newark Teacher Strikes, Hopes on the Line" explores the avenues and dilemmas placed on teachers within an urban school system. Fifty enticing and emotionally twisting teacher interviews touch all aspects of society. These enlightening dialogues pave the way for insights into the inner emotions and characteristics that create and symbolize a "teacher". The author delves into the many conflicts that arise between teachers and administration compounded by race, gender, class differences and other human characteristics that are prevalent within the once school district. Gotlin explores the feelings that churn up among educators during strikes and actions not only about higher wages or improved education for the students but also an instructors' concern for a say in the decision-making process. In the midst of two weeks of strikes, during 1970 and 1971, the Newark school system completely shut down and the consequences that filtered down to the children. Explore how all these quandaries were overcome within this astonishing book. With encapsulating scenarios and emotions running wild, I highly recommend this wonderful book to any person, teacher or non-teacher, to understand what teachers strive to accomplish everyday in school.

Steve Golin's "The Newark Teacher Strikes: Hopes on the Line" is an enthralling account of a paralyzing situation that landed close to two hundred teachers in jail. This book reveals the great effort of a Union trying to better the educational system in Newark, New Jersey in the early seventies. The author touches on issues that go deeper than politics, and teachers against administrators. He illuminates the great characteristics that the members of the Newark Teachers Union possessed. Golin uses interviews from over fifty teachers to capture the true reasoning behind the strikes - fighting for the rights of both teachers and students. The book reveals the humanity of the teachers in Newark. Struggling with an unfair monetary advantage for the teachers at the secondary level, those teachers fight to relinquish raises in order to equalize the pay scale for teachers at all levels. The ties that bind are delivered in an incredible account of an unwillingness to concede. I recommend this book to all who are in or interested in the education field as well as anyone who wants to learn about real life struggles and the uphill battles that the teachers in Newark would not give in to.

The Performance Connection offers concrete approaches to growing any organization into a leadership and value-driven entity. I have worked with the author, Mr. DeWilde, and the insights I received mirrored the suggested concepts in the book. After working for several years with middle managers, I incorporated many of the book's concepts into my daily interactions with these managers. I can reflect back three years and honestly marvel at how much more responsibility these managers were able to handle, increases in creativity as well as productivity, and true ownership of final products. I am also a less stressed leader, and I can credit The Performance Connection for setting me on a new path.

The Performance Connection accounts itself well with pragmatic advice and examples for improving individual engagement and organization performance. The theme of accountablity is threaded through the chapters and provides straight forward methods for targeting and driving success. Perhaps the greatest value of the book is its application to a wide varity of situations from corporate to small business and from for-profit to non-profit organizations

The Performance Connection describes a philosophy and practice of performance management which readers of Jim Collins will recognise, and many of the themes of the book have been covered at greater length in books on organisational design, performance management, strategic planning and high performance teams. The five main sections of the book take the reader from the individual relationships of people within an organisation - with particular emphasis on how leaders relate - through questions of purpose, vision and alignment of objectives to organisational design, accountability and rewards and finally the business planning cycle.

Underpinning all this is the performance connection - the need for people to connect with each other and the organisation at both an intellectual and emotional level, within a dynamic management system and flexible organisational structure, with true alignment of purpose to achieve extraordinary results.

The strength of The Performance Connection is how it brings together these quite diverse threads of management science- subjects like individual identity within the organisation and its teams, contribution versus position or role, empowerment of individuals and teams, individual development, selection, rewards and motivation, alignment of purpose, strategic planning - into a coherent and internally consistent performance management system.

For me the book demands a second reading. It is quite concise and there's a lot packed onto each page and although not a light read it is practical, with plenty of ideas and guidance how to put The Performance Connection to work. Aspiring leaders and managers who want to transform the performance of their enterprise and are looking for a whole new approach will find a lot to think about in this book.

The Performance Connection offers a new, yet practical model for businesses to engage their most important product..........their employees. DeWilde and Anderson provide a format to inject this philosophy within key areas of a business or a top to bottom revamp of an organization. Read it and reap the rewards. David Johnston President JIC, Inc.

I am a counselor and many of my clients have been employed in various positions in the business world. This book addresses with effectiveness and empathy how to create a successful environment for the individual and the business to thrive while underscoring an employee's happiness and self efficacy. A must read for anyone in the business world or academia striving to create the best atmosphere possible for their work setting. Teaching these principals to business students would provide a needed bridge to ethical and successful companies.