Resources Books

The book lucidly explains the fundamental shift in employer-employee relationship in the new economy. Bruce Tulgan does an admirable job of showing that managers do not have to just let their talent walk out the door. This book has useful ideas that can save your company a lot of money. It is written in an immensely readable style and has some good humour.

Tulgan argues persuasively that in the new economy, every term of employment, including schedules, training, career paths, location, assignments, co-workers, pay, among others, will best be agreed through a negotiation process, so as to tailor it to the individual needs of the scarce talents, which he explains will enable the organization to retain the talent. Naturally, the most precious talent will have the most negotiating clout. All this entails a novel set of organizing principles for employing highly productive people in the new economy.

Companies are advised to reflect and take note of the kind of work place that Tulgan describes in his book. Unless action is taken timely to recruit and retain talent, then the future prosperity of an organization may be in doubt. As a senior manager in my organisation, the book was a wake-up call and showed me the things I can do right now to make the workplace a place where the best people will want to come to work.

The book is essential reading for both managers and workers. The managers will learn how to build a lean, flexible, high-performance workplace. The worker will be able to understand better the background of some people policies, such as why managers are more accommodating to "talents" demands and how they can adapt their aspirations accordingly.

This is a no none sense view of precious talent. Tulgan does an excellent job of showing managers don't have to just let their talent walk out the door. Sometimes the solution to keeping good people is a simple change of schedule of 30 to 60 minutes. This book has good ideas that don't cost money!

Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace is the recent softcover edition of Tulgan's workplace classic. His workplace philosophy, "Talent is the Show" is applied to all areas of HR: staffing, compensation, coaching-style management, training, and career paths. The only difference between this book and the original hardcover edition, Winning the Talent Wars: How to Manage and Compete in the High-tech, High-speed, Knowledge-based, Superfluid Economy, is a new forward.

So we're not in the go-go late 90's early 2000's anymore.

That doesn't change the basic theme of this book.

Even in the recent economy, the power at work is shifting from the employer to the employee, especially when that employee is among the best performers.

The point Tulgan raises is that that this is not a matter of salary, but a matter of *compensation* Employees, especially the best employees, are seeking more and more to craft their own dream job or dream career. If someone doesn't get that with one employer, they are likely to leave for a place where they can come closer to accomplishing that.

What is ideal for one individual is not likely to be ideal for another individual, so Tulgan advocates a negotiation process, where the company and the supervisors, work to figure out what makes a person "tick" and to change the nature of employement to make the work environment fit that as much as possible. This could be flex schedules, work conditions, more/less travel, office location, etc.

However, this is not solely the employee in charge, as, by doing this, the business will keep their best and brightest and most productive employees, instead of losing the valuable training investments. Also, productivity will increase, and the carrot is mightier than the stick in Tulgan view (how strong is the threat of firing when people are more likely to pick up and leave?)

Tulgan also mentions thinking in terms of "work" rather than "jobs" and devotes sections of the book to management by coaching (in a number of respects) rather than "command and control."

While this book was written in 2001, the arguments are even more relevant as the economy has gotten more global, especially for the top performers. While some of the "power" may have shifted back to companies in the workplace for industries subject to outsourcing, giving them a larger worker pool, the top performers have a greater pool of EMPLOYERS. The need to have the top performers is stronger than ever.

Whether you're managing, looking to manage, or just looking at how to deal with managers (and what you CAN and SHOULD ask for as a term of employment) this book will tell you how the workplace will operate in at least the early part of this century.

In Good to Great, Jim Collins and his research associates learned that the great companies "...first got the right people on the bus, the wrong people off the bus, and the right people in the right seats -- and then they figured out where to drive it. The old adage 'People are the most important asset' turned out to be wrong. People are not [italics] your most important asset. The right [italics] people are."

The right people share the same values and, together, sustain their organization's commitment to those values. If involved in their organization's recruiting and interviewing process, as they should be, they will help to ensure that the right people will be hired (i.e. allowed on the "bus"). Obviously it is important to get talent and task in proper alignment. It is equally important to keep an organization's values in proper alignment with its objective.

Tulgan's important book is even more relevant and more valuable now than it was when first published about two years ago. As its subtitle correctly indicates, he explains "how to manage and compete in the high-tech, high-speed, knowledge-based, superfluid economy." That is to say, he wrote the book for decision-makers in all organizations (regardless of size or nature) to help them determine HOW to get "the right people on the bus, the wrong people off the bus, and the right people in the right seats"...and then keep them there.

All of the companies which Tulgan discusses (e.g. Johnson & Johnson and J.P. Morgan Chase) demonstrate one of Tulgan's core concepts: "In the new economy, every term of employment -- schedules, location, assignments, coworkers, pay, and more -- will be negotiation, whether you like it or not. The most valuable talent will have the most negotiating power. Every employment relationship will last exactly as long as the terms are agreeable to all parties." There is a new set of organizing principles for employing people in the new economy:

' Talent is the show.

' Staff the work, not the jobs.

' Pay for performance, and nothing else.

' Turn managers into coaches.

' Train for the mission, not for the long haul.

' Create as many career paths as you have people.

Tulgan devotes a separate chapter to each of these principles, explaining with meticulous care how to apply each to his reader's specific business situation. Note how these principles apply to any organization which competes for available talent and then is challenged to keep its best people who, more easily now more than ever before, can leave the "bus" whenever and wherever they wish. This situation is as common among the great companies whom Collins discusses as it is among the local merchants from whom we purchase various products and services.

Extensive research indicates that only one in 28-30 dissatisfied customers ever complains to the provider of the given product or service. All others simply never do business with that provider again...while continuing to express their dissatisfaction to family members, friends, and business associates. More often than not, customer dissatisfaction is the result of an unpleasant personal experience rather than because of a product defect. To extend Collins' metaphor, customers are among the "passengers" and can also get off the "bus" whenever and wherever they wish. Much has been written about the power of BUZZ (i.e. word-of-mouth) and the importance of creating "customer evangelists." From my perspective, winning the "talent war" is essential to winning the competition for customer's repeat business. A careful implementation of the strategies and tactics which Tulgan recommends in this book will help to achieve that ultimate objective.

Otherwise, not having "the right people on the bus...and in the right place," the "bus" will either never reach its destination or in the highly unlikely event that it does so, arrive with few (if any) "passengers" aboard.

I had been working with Unix and Linux flavors for sometime, and this book has been a blessing for me. I need a book that was willing to detail every aspect of the OpenBSD ( at least the most relevant), kernel, workarounds, etc. And it does its job. Many Thanks,ed

I purchased this book from Amazon on March 4th, 2007. Two months and five days later, after two conversations with Amazon employees who assured me that I would receive the book, they still have not shipped it.

It appears that Amazon simply does not have the book. I phoned the publisher, No Starch Press, and they don't have a copy either. A PDF is available for download, but that's all.

At this writing, the Amazon listing still says that the book "usually" ships in one to two weeks. Amazon is apparently selling a product that it does not have to sell.

If you want this book, you might do better to buy one of the used ones.

So many computer books today are 800 pages of word bloat. Michael not only keeps the writing lively, but in K&R fashion, he gives a lot of information in a succint way. Highly recommended and an easy read. Also note, he gives a complete picture of openbsd from A-Z Not too tedious and not too broad. I have not found a linux book this nice.

I'm no security freak, but I love the OpenBSD concept: security above all. When I took a course in Unix operating systems, I was introduced to OpenBSD, and recommended to purchase this text. Albeit outdated (it covers version 3.2, and OpenBSD is now at 4.0), the book offers an overview of all the basics, including 3 whole chapters on the pf firewall.

Because of its general nature, the author, Lucas, does not solely focus on pf, but instead adds flair to an extremely hostile operating system environment. I don't recall ever working with a more difficult system from scratch. Lucas really helped in getting me through some of the more cryptic areas of installation and configuration. The book itself is quite basic, so if you need something specific, like a korn shell book, look elsewhere. His style also makes the book itself a fun read, I must admit, because of his colorful presentation.

I've had this book for more than a year now.

This may be the most fun textbook-with-no-pictures I've ever read.

Realy I bought the book, I didn't have any OpenBSD contact and I bought the OpenBSD CDs to try it and play, and the book arrived before the OpenBSD's CDs and I begun to read, and learned me how to install OpenBSD, When the CDs arrived realy was very easy to install and get my first steeps in this OS.

Using contemporary data and years of coaching experience, the authors offer a robust tool for guiding the coaching process. Experienced and beginning coaches will find gems that will enhance their coaching effectiveness. This book is a focused, no-nonsense guide to effective leadership coaching and development.

As an executive coach who's passionate about helping leaders to learn, to grow and to change, I recently had the pleasure of reading Executive Coaching for Results, and like it a lot.

Using a combination of research methods, Brian Underhill and his colleagues bring fresh data on current coaching practice and their own insights from coaching in organizations to shed light on the state of the art of executive coaching. Consider, for example, their analysis of key selection criteria for selecting executive coaches, as seen by both the sponsoring organizations and the leaders actually receiving coaching.

* Organizations saw "business experience" and "match with our culture" as critical factors in choosing a coach. Of lesser import was "experience in our industry," "advanced degree" and "cost."

* Leaders overwhelmingly selected "business experience" and "ability to establish rapport" (read personal chemistry) as their top criteria in coach selection. "Advanced degree" and "certification" were minimally important, and "cost" came in last place.

The authors add: "In interviews, leaders also identified "soft" traits in coaches [that were key selection factors], such as having a sincere desire and commitment to help, having adaptability and the right chemistry, being a good listener, becoming a trusted advisor, and having the ability to challenge back."

Significantly, neither organizations or leaders being coached seem concerned about coaching models and approaches.

In sum, Executive Coaching for Results is a fine contribution to the coaching field, and the first to clearly illuminate many current organizational practices.

P.S. I started coaching execs in organizations before it was cool. Some years back I wrote another "first" on executive coaching with Randy White, published by the Center for Creative Leadership. To learn more, Google on Four Essential Ways That Coaching Can Help Executives (1997) at amazon.com, which includes a brief book description and customer review.

Executive coaching for results provides an interesting insight into the world of executive coaching across the US. The authors and their contributors have condensed into this volume much of the coaching research on what makes for effective coaching, coach matching and coaching impact. These research elements are mixed with excellent short real life case studies which illustrate the points made from the rsearch.

Overall this is an excellent read.

Executive Coaching for Results provides an invaluable service to the field of talent and management development:direct information from dozens of top flight corporate leaders and practitioners of executive coaching.
Quite simply there is nothing else like this book in the marketplace and anyone who wants to gain a comprehensive knowledge of the state of the art of this ever dynamic field and area of practice needs to purchase a copy today.

This book is a helpful and practical guide with stories, research and ideas. The authors describe how organizations successfully implement coaching. A must read for any leadership development professionals!

This book gave the most practical applicable advice I have read in years. Not filled with jargon, it was a good reminder of many practices and principles I have used and applied over the years. The clear examples and excellent writing provided ideas for my work in a new setting.

This is the best reference I have read about Executive Coaching - how to manage your own stuff when you coach, the best models to apply and how to create lasting shifts. A must for every coach's bookshelf.

I found several concepts very helpful, especially the Three Key Factors model for executive coaching and the description of the Client Responsibility Model. Mary Beth O'Neill also shares, with examples, how to help a client identify habitual behavioral patterns that might not be effective and a methodology to recognize those patterns and create new, more effective ones. This book is filled with insightful wisdom...a real gem.

The combination of theory and practice lends well to readers of all levels (from graduate students to seasoned professionals). The author's systems perspective focuses on the executive as part of a greater whole within the organization and the importance of understanding the influences that are impacting his/her behaviors. O'Neill also focuses on the importance of a results orientation (a topic often lost in other coaching books). She discusses the importance of thinking like an executive so that you (as a coach) can produce at a level that executives expect - increasing the likelihood of establishing rapport, a long-term relationship and, most of all, bottom-line results.

This is a well written and thorough resource which aptly combines theory with practical application of the systems theory to executive coaching as well as advice and tools to use. The book is very useful in translating the systems theory to readable and useful frameworks, pragmatic tips and case studies.

The author methodically explains the four phases of coaching process namely contracting, planning, implementation and debriefing. She explains that coaching is a complex process which involves the application of the principles and methods of psychology, leadership principles, business management and organisation development, among others, to assist the executive and the aspiring executive improve their effectiveness.

The book will assist the executive coaching practitioners, business executives and managers who need them and offers a practical guide to developing the effective communications and relationship expertise needed by business managers to run effectively their organisations in the highly competitive operating environment.

Read this book and you will have a comprehensive understanding of this emerging new field.

I can write pages about how good this book is, but why when I can summarize it in one word. Excellent!

Peter's The Fifth Discipline Fieldbook is a must have for everybody who has read the original The Fifth Discipline or are in anyways interested on building learning organization.

In short, the book itself contains useful real life examples and tips & tricks on building learning organization. It really opens new point of views to see and solve problems. It has helped me at work and at personal life, it is 'more than asked I for'.

I recommend this book for anybody.

It seems to me that The Fifth Discipline (the previous publication of the series) is more attacting to me. The second book can be more precise and concise in content. Generally speaking I still like these two books as a foreign reader.

This book is a collection of theoretical summaries, reports, analyses, and strategies all quite useful to anyone interested in generating some thinking and action around change. The team of five writers (Peter Senge, Richard Ross, Bryan Smith, Charlotte Roberts, and Art Kleiner) provide some original work, but also serve as editors to a vast quantity of material drawn from practitioners, theorists, and writers in the field of organizational improvement. According to Senge, "great teams are learning organizations - groups of people who, over time, enhance their capacity to create what they truly desire to create." (p.18) This book is really about creating and building great teams. The learning organization develops its ability to reflect on, discuss, question, and change its current and past practices. To do this, people and groups in the organization need to meaningfully pursue the study and practice of the five disciplines - personal mastery, mental models, shared vision, team learning, and systems thinking.

The learning organization - Senge's vision for the productive, competitive, and efficient institutions of the future - is in a continuous state of change. Four fundamental questions continuously serve to check and guide a group's learning and improvement (see page 49): (1) Do you continuously test your experiences? ("Are you willing to examine and challenge your sacred cows - not just during crises, but in good times?") (2) Are you producing knowledge? ("Knowledge, in this case, means the capacity for effective action.") (3) Is knowledge shared? ("Is it accessible to all of the organization's members?") (4) Is the learning relevant? ("Is this learning aimed at the organization's core purpose?") If these questions represent the organization's compass, the five disciplines are its map.

Each of the five disciplines is explained, and elaborated in its own lengthy section of the book. In the section on "Systems Thinking" (a set of practices and perspectives, which views all aspects of life as inter-related and playing a role in some larger system), the authors build on the idea of feedback loops (reinforcing and balancing) and introduce five systems archetypes. They are: "fixes that backfire", "limits to growth", "shifting the burden", "tragedy of the commons", and "accidental adversaries". In the section on "Personal Mastery", the authors argue that learning starts with each person. For organizations to learn and improve, people within the organization (perhaps starting with its core leadership) must learn to reflect on and become aware of their own core beliefs and visions. In "Mental Models", the authors argue that learning organizations need to explore the assumptions and attitudes, which guide their institutional directions, practices, and strategies. Articles on scenario planning, the ladder of inference, the left-hand column, and balancing inquiry and advocacy offer practical strategies to investigate our personal mental models as well as those of others in the organization. In "Shared Vision", the authors make the case for the stakeholders of an organization to continually adapt their vision ("an image of a desired future"), values ("how we get to travel to where we want to go"), purpose ("what the organization is here to do"), and goals ("milestones we expect to reach before too long"). The section offers many strategies and perspectives on how to move an organization toward continuous reflection. In "Team Learning", the authors rely mostly on the work of William Isaacs and others, and make a case for educating organization members in the processes and skills of dialogue and skillful discussion.

This book is enlightening and informative. It has already found a place on my shelf for essential reference books.

Peter M Serge, The Fifth Discipline Fieldbook

To quote the first few paragraphs at beginning of book:

Among the tribes of northen Natal in South Africa, the most common greeting, equivalent to "hello" in English, is the expression: Sawu bona. It literally means, "I see you." If you are a member of the tribe, you might reply by saying Sikhona, "I am here." The order of the exchange is important: until you see me, I do not exist. It's as if, when you see me bring me into existence.

This meaning, implicit in the language, is part of the spirit of ubuntu, a frame of mind prevalent among native people in Africa below the Sahara. The word ubuntu stems from the folk saying Umuntu ngumuntu nagabantu, which from Zulu, literally translates as: "A person is a person because of other people."


"I bow in honor and reverence that place within you where to the Universe resides, when you are in that place within you, and I am in that place within me, there is One." ~namaste


The five disciplines are at the CORE of a Learning Organization

1) Personal Mastery: expand your personal capacity and ability

2) Mental Models: see how our internal pictures of the world shape action and decision

3) Shared Vision: group commitment

4) Team Learning: group ability is greater than the sum of individual talents

5) System Thinking:


"When we try to bring about change in our societies, we are treated first with indifference, then with ridicule, then with abuse and then with oppression. And finally, the greatest challenge is thrown at us: We are treated with respect. This is the most dangerous stage." --A. T. Ariyaratne (Speech made at International Community Leadership Summit, Winrock, Arkansas, March 1983. This quote paraphrases and expands upon a well-known statement made by Mahatma Gandhi in his book Satyagraha in South Africa, 1982, 1979, Canon, Me.: Greenleaf books)


"An [organization] is not a machine but a living organism." --Ikujiro Nonaka /****
Fundamentals of epistemology: what is knowledge, the nature of knowledge, and what constitutes learning.
understanding is achieved after internalization.
Without experience, we cannot truly understand.
Internalization: transformation from explicit knowledge to tacit knowledge, habits and culture that we do not recognize in ourselves.
Innovation is a process to capture, create, leverage, and retain knowledge.
What is your belief? A belief about images of the world - you may call it a mental model - is a very subjective thing

information is the flow of a message, while knowledge is created by accumulating information. Thus, information is a necessary medium or material for eliciting and constructing knowledge.

The second difference is that information is something passive. When we switch on a TV set, information comes regardless of my commitment. But knowledge comes from my belief, so it's more proactive.

And the organizational knowledge or intellectual infrastructure of an organization encourages its individual members to develop new knowledge through new experiences.

This dynamic process is the key to organizational knowledge creation - that is, socialization (from individual tacit knowledge to group tacit knowledge), externalization (from tacit knowledge to explicit knowledge), combination (from separate explicit knowledge to systemic explicit knowledge), and internalization (from explicit knowledge to tacit knowledge) [...].

[...]

Three Guiding Ideas

1) The Whole. When you are pointing a finger at the problems, notice how many fingers are pointing back at you. If you fixed the symptoms and ignore the root causes, the problems have not gone away. Another way to look at this is treat the person, not the disease. Of course treat the disease if the patient is dying, but know that the patient will get sick again because the "root causes" are stil there.

2) Community. The self is "a point of view." "The essence of being a person is being in a relationship [with] other people." You will not believe this, but each person before you is there for a reason. The reason this person is there at this moment is for you to learn something about yourself. If you ignore the person, do not ignore or forget the lesson.

3) Language. The map is not the territory. We cannot contain every bit of information that comes to us in the world, so we have to create a "map of the territory" and then refer to the map for our information. By changing a person's map, we change their reality. Language is the map, not the reality.

My three-year old grandson loved the book. The story is good and the art is exceptional.

As an artist I tip my hat to William Joyce! I read in an earlier review someone saying it is done in simple watercolor but thats not watercolor unless its watercolor pencils. Such meticulous detailed work even as George ventures down the railing of the stairs he passes a depiction of "Sunday afternoon on the Island of Le Grande Jatte"! This book is a prize the story line is so cute the text is perfect for age 2-6 and the adventure and art are unforgettable. No wonder PBS made it into a show!

I loved this book. It was so cute. I thoughtit was good for every one. It was about a kid who wonders about how it would be if he was shrunken and when he was sleeping he actully shrunk. But he had to do some chores and they were the simplest things like watering the plants or feeding the goldfish turn into the biggest adventure.

I gave this book a five because a little kid name George has a dream of him being small like a "teddy bear". When he had the dream he was in his bed sleeping, his mom left a note of chores and he was doing the chores. The "scary" part in the book was when the cat sees George and thinks his is a toy and the cat tries to put his claw on him ,but George runs and hides from the cat. This book is great and I think William took a long time doing the cover and pictures and I say the book cover and pictures are really beautiful. I love this book because he had a dream that was weird that he was small and that he had to do big chores. I would recommend this book because it is a cute book for a 1st and 2nd graders I think they will love it because all of the cute pictures and the funny pictures they would love to read this book a lot of times and I would like to some day read it again because it would be so nice to read it over and over.

I will give this book George Shrinks 5 stars. I do like this book because it is action pack and it is kind of funny because a boy that small can do all his chores.I do recomend the book to people that have a sense of humor.I think this book is for all ages.

Iam totally empressed with the contents of this book. But I think I knew I
would be. It points to the fact that what we receive from our pulpits all
across denominational barriors, influenced by our seminaries across the
nation are descreptincies in the interpitation of our rights as Christians.
If Jesus died for our sins on the cross, we are ready to grasp that fact.
However we are not taught that He also died for our sickness and all other
problums in our lives.We, as children of God, have the right to claim
what has been willed to us in His will & testament for us. But we have an
obligation to ourselves and our loved ones to gather around the table of
truth, to find for ourselves what His will is for our lives.so I urge all
christians to study the Bible, and know for themselves the truthes.
In Jesus name, Carl T. Coggins

This is masterfully written, solid, proven, best of the best, based on Scripture and years of God confirming His Word with signs following,just as He promised in His Word. The proverbial Philadelphia lawyer could not have laid out a more airtight case. Don't miss it. I sent a copy to a friend just diagnosed with cancer. He could not thank me enough.

I highly recommend this book for anyone , especially for those who need Physical or Spiritual Healing.

I am enjoying the book as a bibile study with my church. The book is easy to follow and understand.

This was a life changing book for me, as were FF Bosworth "Christ the Healer" and Norvel Hayes "How to Live and Not Die". I actually read the latter two first. While reading the scriptural teachings in those two books, I received healing and cancelled a scheduled surgical consult. While reading the scripture in "Healing the Sick," I received healing again from a different condition. Praise His Holy Name!

The latter two books are available on audio tape or CD.

A foundation from the Bible and the Holy Spirit, with the combination of teachings in these books, along with Kenneth E. Hagin Sr, Kenneth Copeland, and Keith Moore (all his are free on his website) have been invaluable healing resources for me. I pray you are blessed as well. Peace to you.

This book MUST become a part of your library if you are looking for a clear definition of how all Christians are called to help others deal with difficulties in life. Tripp has written a masterpiece in this work. The reader is gently led through a building discussion about how every Christian is personally in need of change, but who is also called to help others in need of change. Students in my graduate classes that are assigned this book to read almost unanimously agree that the work is "life-changing". It is great for both the professional and lay person. It is easy to read and is filled with personal reflections that add a warm tone to the book. Excellent in every regard!

This is a must read for anyone who wishes to learn more about Kingdom Building in a Covenantal sense...

Jesus says they will know us by how we love one another.... This book tells us exactly how to do just that.

I received my books in great shape and in a very timely fashion. Would order from this place again...Thanks so much!!

Just started book ,but am truly amazed at simplicity yet depth of information to live and serve as a Christian in this life. Am anxious to finish and apply.

I was given this book by a mentor of mine and told that it would be extremely helpful. The problem is that I saw it was deemed a "counseling" book on the back, so I moved on for a while before I picked it up and read it. I continued to see the book on the "Best Seller's" list at many sites that I admire, so I finally picked the book up and started to read. I have to be honest, if I were to try and write all that I learned this review would turn into a novel itself.

Paul David Tripp really unpacks a three part effort.

One: To show me who I am
Two: Who others are
Three: How to practically minister to them, and accept their ministering to me

This book gets to the root of the issues and he even starts with the theological impact of understanding who God is and then who we are, namely: we aren't perfect, we need change, and we need help in that changing process from Christ and others.

This book not only unfolds what we are to do in daily ministering opportunities, but he unpacks the practical ways to do them. One of my favorite quotes in the book is that:

"We often say we need to preach the Word, but we also need to counsel the Word."

That is what this book is all about. It is how to counsel the Word of God to those in everyday life that need change just like you and I. What will hinder this book is that some will think it is only for the pastor or counselor, but it's intention is for all believers and it is written that way and is desperately needed for today's church.

I have already used the book and will continue to go back to it to try and unpack my shortcomings and also to help others do the same when they are in need of ministering. I know this is not the "hot topic" of discussion around the water cooler, but this book is much more needed in today's world that wants to only deal with actions instead of the root of those actions, namely, our darkened heart in need of the power of Christ. You will learn how to effectively and biblically (synonymous terms) counsel another as they ask a simple question or are having everyday life problems, instead of giving a "pat" answer or reciting Scripture and telling them to pray about it. I cannot recommend this book more highly.

One of the most informative and moving books I have ever read about Jesus. I have two copies because one is worn and tattered. Lots of facts and references about the original meaning of Biblical words and explanations of culture during the time Christ walked the earth. Details Christ's life from Mary's conception to His death on the cross. Truly a moving personal experience reading this book. If you don't already know Jesus, you won't want to go another day without Him. If you already know him, you will enter into a more intimate relationship with Him than you ever imagined. Many times I read a page and had to stop reading and digest the magnitude of what I had just read and it's meaning for me and my personal relationship with Jesus. I will reread and reread and reread......

Fantastic! Beth Moore has a wonderful way of breaking down the life of Jesus in a simple, yet personal way. She weaves in historical Jewish customs and traditions, cross-references Old Testament verses and asks thought-provoking questions to make this two-thousand-year-old story come alive. Jesus was God in human form--the epitome of perfection and holiness but that didn't shelter him from living a normal childhood in a very average, working-class home or from encountering the same problems and temptations that we face. "Jesus, the One and Only" will help you understand the full character of Christ. Who he was. What he did. And how much he gave of himself to draw us into a relationship with God. This Bible study is perfect for women on any level, whether you've been a Christian for decades or days. Don't underestimate the power of this book. This isn't your average Sunday school Jesus story!

The information provided in the study book is very good reading, especially for women's bible study groups. We currently are using this
for our church's circle group. We also purchased the study guide. I recommend it to anyone who hasn't read any of Beth Moore's books.

This book is great. It has really helped me focus on Jesus life here on earth. It has made me dig deeper to discover and wonder about the details. Beth Moore's applications of the passages have brought it to life.

So far this is my favorite Beth Moore book. I've already read it twice and am sure to read it again. She tackles a very familiar story with fresh insights just about every chapter. It's not a "preachy" book. Rather she makes you feel like you're a fellow learner with a good friend. Unlike some of her other books, this does not require looking up many references which makes it ideal to read when you're reading somewhere other than your desk at home.

Sandra Betzina provides a excellent reference tool for seeking out info on fabric characteristics and recommended sewing techniques/options for each fabric type. An essential reference for the newbie and experienced sewer!!

This is a great reference book. I wish my university would use it for their textile 101 class.

This contains everything you would ever want to find out before purchasing fabric. It tells you what the fabric should be used for, if it should be washed and how before sewing, the thread, needle and stitch size that would work best. It will save you both time and money in the end.

I really like this book. It covers many fabrics, including many I've been hesitant to use or nervous about when I did. I recently bought a new electronic sewing machine and this has been a real help. The recommendations about the right foot to use and when were a boon in selecting which accessories to buy. I also really like the sections in the back. There are illustrations on different seams, closures, and hems, plus information on stain removal, linings, and sources. Great!

I received this book quicker than I expected and was extremely happy with the condition of this used book. It was almost like new. The seller certainly ensured that I received exactly what I wanted as quickly as possible. Just excellent customer service to this international buyer.
I will keep on trying to source those difficult to find books from this seller.
With grateful thanks