Resources Books

Some business executives go out of their way to be mean to their employees. Just watch real-estate magnate Donald Trump on The Apprentice, a TV show where young entrepreneurs do their best not to be fired ignominiously by the scowling mogul. Trump does everything possible to demean the show's eager participants. Or take the late billionaire New York City hotel owner Leona Helmsley: She was the hated "Queen of Mean." She once ordered an employee to get on his knees and beg for his job. She served 19 months in prison for tax evasion and her will designated more money to her dog than to any one of her grandchildren. In contrast, take author Jack Mitchell, CEO of a popular Connecticut retail clothing firm. He believes in treating employees with courtesy, consideration and respect. In this book, he explains why this approach is good business. Maybe the corporate world should immediately replace its soulless sourpusses with warmhearted business leaders like Mitchell. getAbstract recommends reading his book to learn how to run a profitable business while treating your employees with honor and dignity.

Jack Mitchell proves he's not just another suit. In Hug Your people, he puts his lifetime of business experience to good use in offering one of the most compelling and refreshing portraits of workplaces as they can and should be that I have ever read. After reading this book, you will be convinced that there is nothing hokey about making people feel important and appreciated, and, should you harbor the curious, often unexpressed, belief that being passionate and fully alive is somehow antithetical to business settings and enterprise (which is suppose to be serious stuff), you will be forced to surrender that ruinous tripe once and for all. In fact, the great revelation in Hug Your People is that Mitchell has found a way to let people be...people...and to cultivate all that they -- we -- have to offer.

Jack Mitchell is truly inspirational in so many ways. With "Hug Your Customers" and now, "Hug Your People", he has proven to be a master of observation and implementation in the retail and corporate world on both the business side and, more importantly, the human side as it relates to customers AND employees. This is a MUST-READ for anyone who wants to help their employees aspire to new heights and reach their full potential.

I enjoyed this book and it's numerous tips and tales.

I also appreciate the focus on how to treat and engage employees, especially because they are foundation to customer happiness (Jack's other book called Hug Your Customers: The Proven Way to Personalize Sales and Achieve Astounding Results is about that).

This is an easy to read book and great for sharing with your boss, your workplace and your friends.

I'm a career retailor and always read what our industry stars have to say. The Mitchells always share all of they're extemly successfull business practices. Not everything they do can always be adapted but there are always things to think about. This book is no exception!

I found this book to be very entertaining and insightful. Highly recommended for the potential mediators.

I often look at reviews for practical advice, i.e., if people like me read the book and get something out of it, then I want it. Well, as a trial lawyer and as someone who would benefit a lot from doing my best at mediation, Jeff Krivis' book is a DEFINITE READ. Mr. Krivis' style is clear and very easy to understand. After setting forth various fact patterns that an experienced lawyer might see, he shows how different approachs to meditation settle the case. This is a window into how to a top mediator thinks about your case and the strategies he uses to help both sides resolve their differences. What could be better?

In case I wasn't clear - BUY THIS BOOK.

I have been a full time mediator for seven years. Before that, I was a litigator. At times, I utilized Mr. Krivis' expertise as a mediator. I recall thinking: "This man's an alchemist. He settles all of my cases, but does so in a different way each time. He truly is an improvisational genius." Now, through his new book, Krivis gives me some insight into his practice. This book should be required reading for anyone currently mediating the litigated case. It should also be read by litigators. The analysis sections at the end of each chapter provides a wealth of information for sorting out differences of all kinds. Don't wait for the jury, ladies and gentlemen. The verdict is in: Krivis is a master mediator with an inpired approach to conflict management and resolution.

What do love, money, anger and conflict have in common? Among other things, pioneer Southern California mediator Jeff Krivis. Now this legendary "closer" has written an original and engaging new book "Improvisational Negotiation: A Mediator's Stories of Conflict About Love, Money, Anger and the Strategies That Resolved Them".

Focusing on the "human dynamic" involved in dispute resolution, Krivis' book reads more like a fast-paced novel than a work of non-fiction. In 30 riveting chapters, Krivis takes the reader behind the scenes and far beneath the surface of conflicts that everyday people face and his (and others) strategies for their resolution. Given the general public's overwhelming interest in the law and what lawyers do, this book should enjoy an appeal far beyond the sphere of dispute resolution professionals.

It deserves a wide audience.

Mr. Krivis has succeeded in creating a very entertaining and resourceful book that anyone in the conflict resolution arena would find a must read, including attorneys, mediators, claims adjusters, negotiators, human resource personnel, private parties in conflict, and the list could go on and on.

I enjoyed the book because it was written with such detail and specificity in a John Grisham type style, yet at the same time it was also very educational and applicable. The material was so good and entertaining that I found myself at the end of each chapter saying, "Okay, one more chapter then I'll go to bed." Then a half hour later, "Okay, really just one more chapter."

Mr. Krivis has shared in this book many valuable tools that I have already applied in my private practice as an attorney and mediator. I can testify that they have tremendously benefitted my clients and my practice. For this reason, I find myself referring to the book weekly and frequently recommending it to my colleagues. Thanks for the great read Mr. Krivis and subsequent enhancement to my practice. This book is a must read!

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

This is a wonderful anthology of Lewis' writings. Taken from many of his well known and lesser known works, this is a great reference tool for anyone who is familiar with his works and especially those of us who only know him from his Narnia Chronicles. After much soul searching, Lewis became converted to Christianity. He moved from atheist to Christian theist. With much thought and talks with Henry Dyson and J.R.R. Tolkien, he became convinced about Christianity. From this conversion, a great Christian apologist was born or perhaps reborn as his life and thoughts expanded and shifted. Within this work are the thoughts of the pre and post converted Lewis. His train of logic can be followed and examined in a more readily available format. This hopefully will not eliminate the need to read his works but serve as a taste that leads to further readings. Lewis had an interesting perspective and viewed things from both sides of the coin and sometimes the edge as well.

Reading through these thoughts causes me many times to stop and reflect. Lewis was the type of author that really makes one think. Whether browsing by specific subject or source, this is a reference tool that is well worth adding to the shelf.

As other reviewers have noted, everything Lewis wrote is amazing. The profundity of his thought and the simplicity of his presentation are two of the characteristics which mark him as a literary master. This book then gathers gems from Lewis' corpus, they are grouped topically, and indexed. Thankfully there are also references made to the source from which any given quote was taken, so that future reading is made easier to find. This is certainly a good reference book to have for reflection, inspiration or instruction.

Everything CS Lewis did was fabulous. If you are a fan, you should own this book.

Whether to look up a quote almost remembered, to find a memorable quote anew, or to just enjoy browsing, this book is an amazing resource. Buy it.

For writers, preachers, and educators, this handy reference is indespensible. Imagine having the ability to probe the greatest works of C.S. Lewis on specific topics. You'll enjoy this and wish you'd bought it sooner!

Quint Studer's Result To Last is a great book especially for those healthcare organizations who need to improve quality, operations, finance, service through great leadership. Quint Studer emphasizes that evidence-based leadership is the key to achieving lasting results. This book is highly recommended for administrative and management staff to read and get the useful tools and concept to improve leadership of an organization.

I gave this book to my supervisors as part of our leadership development and they like it. We have implemented many tools such as scorecard, key words at key times, and recognizing and rewarding employee and has improved the quality in our operations and morale as a whole. Another Great book from Quint Studer.

Organizations spend millions of dollars to create perfect logos. They hire expensive firms to design their letterheads, product literature and other collateral materials. Everything must meet exacting specifications. Some even develop their own special corporate colors. But when it comes to leadership and management, many organizations adopt a remarkably casual, even lackadaisical, approach. If there are 900 managers in an organization, it may house 900 different managerial and leadership styles. Management expert Quint Studer can help you standardize your organization's leadership approach. Often, otherwise tightly buttoned-down corporate organizations standardize everything that they can - except their own leadership methods. getAbstract reports that this book will show you how to accomplish this important objective.

Having been through various Studer trainings and earning my fire starter pin in the leadership team of a hospital many years ago, I was so excited to see Quint publishing these ideas for the rest of the working world.

I'm now in a different corporate environment and am sharing "Results That Last" with my leadership teams here. The translation into the traditional American corporate environment simply works. The concepts are not only well written and outlined, but also the supplemental figures and diagrams really help to illustrate the tools that make hardwiring behaviors work.

The book is easy to read and get through either as a refresher (for myself) and as a first time read (as it has been for colleagues).

Best part of entire book is on rounding. We are instituting it with our agency to complement customer service training. It can be hard to get people to think beyond the immediate customer service problem and a response that will get rid of the customer. Rounding looks at the systemic issues and implements a plan to ensure they get done.

In the Introduction to this book, Quint Studer makes the following assertion: "Standardize the right leadership practices and you will find that organizational performance improves across the board...and stays improved." More specifically, results-driven leadership at all levels and in all areas will achieve and then sustain outstanding performance throughout the given enterprise. That's obvious. Here's the challenge: To get the right goals, the right behavior, and the right processes in proper alignment. More specifically:

1. Have stretch goals that everyone understands and supports, then measure performance in terms of progress toward achievement of those goals. At all times, know what is most important and focus on doing it.

2. View behavior from two separate but related perspectives: values and productivity. At companies such as GE and Southwest Airlines, for example, there is zero tolerance of inappropriate behavior no matter how productive the given offender may be. At the same time, people are expected to produce results (Jack Welch calls it "hitting the numbers") or seek career opportunities elsewhere.

Note: I agree with Studer that the behavior of all supervisors must be "standardized," at least to the extent that they have impeccable character, know their stuff, provide constructive criticism whenever it is needed, earn and remain worthy of trust, and do everything humanly possible and appropriate in the best interests of those entrusted to their care. That said, allowances must be made for differences in personality, lifestyle decisions, avocations, etc.

3. Make all processes as simple as possible...but no simpler. Many processes streets that remain essentially unchanged (except for occasional repairs) even as residents of homes, merchants and their customers, and students enrolled in schools come and go. This is especially true of the process by which an organization such as the U.S. Marines develops leadership. "Many are called, a few are chosen" and then all receive rigorous formal training with hands-on daily supervision as they are absorbed by the culture and identify with its values, meanwhile strengthening individual skills, enriching personal knowledge, and - over time - adding increasing value to the organization.

According to Studer, "Evidence-based leadership (EBL) enables us to create results that last. What is EBL? It's a strategy centered on using the current `best practices' in leadership - practices that are proven to redsult in the best possible outcomes. The `evidence,' in this context, is the reams of data collected from study after study that aim to determine what people really want and need from their leaders. When leaders apply these tried-and-true tactics to every corner of our organizations, we achieve consistent excellence. Our organization's success is no longer dependent on individuals. It's hardwired. No matter who leaves, the excellence remains."

Throughout his narrative, Studer explains how EBL enables those who practice it to identify and deal with "High, Middle, and Low Performers," recognize the five critical elements employees want from managers, "manage up" to improve the performance of those they supervise, measure performance fairly and consistently, improve employee selection and retention, "harvest" intellectual capital, take a customer-centric approach, and build a culture around service, and serve as a role model for effective communication, cooperation, and collaboration.

Well-done!

Those who share my regard for this book are urged to check out Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management co-authored by Jeffrey Pfeffer and Robert Sutton as well as their earlier book, The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action as well as Edward Lawler's Talent: Making People Your Competitive Advantage, Robert Mittelstaedt's Will Your Next Mistake Be Fatal?: Avoiding the Chain of Mistakes Which Can Destroy Your Company, Michael Levine's Broken Windows, Broken Business: How the Smallest Remedies Reap the Biggest Rewards, George S. Day and Paul J.H. Schoemaker's Peripheral Vision: Detecting the Weak Signals That Will Make or Break Your Company, and Sydney Finkelstein's Why Smart Executives Fail and What You Can Learn from Their Mistakes.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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