Rabu, 16 April 2014

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Jim Cramer's Mad Money: Watch TV, Get Rich, by James J. Cramer

Jim Cramer's Mad Money: Watch TV, Get Rich, by James J. Cramer



Jim Cramer's Mad Money: Watch TV, Get Rich, by James J. Cramer

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Jim Cramer's Mad Money: Watch TV, Get Rich, by James J. Cramer

Bestselling author Jim Cramer shows investors how to use the information and advice in his top-rated CNBC show to make money in the stock market.

"Investing well isn't easy, but it is possible. My goal in life is to make it easier for you to make money."

Jim Cramer is the champion of the middle-class investor. Every night on Mad Money, he provides valuable information about stocks, steering investors away from danger zones and leading them to the investments that can turn a lackluster portfolio into a powerhouse of profit. In his new book, he shows investors how to take the advice on his TV program and put it into action.

Cramer walks investors through the key decisions they have to make: understanding their tolerance for risk and defining their goals, doing the essential homework on a stock, and knowing how to buy and sell stocks the right way -- the Cramer way. This is a true nuts-and-bolts guide to investing, from Cramer's detailed discussion of the sort of homework investors must do to his own guidelines for knowing when and how to sell stocks.

Mad Money is a hugely entertaining television program, but it also offers valuable information that can be the basis for a winning portfolio. Cramer shows how to turn the "Lightning Round" into a terrific tool for investing; it's stock-market strength training. He reveals how he can assess a stock in only seconds -- a valuable skill that every investor can acquire and put to good use. He explains what to look for in his CEO and CFO interviews, and how to use those conversations to make successful investment decisions. He reviews some of his best calls made on Mad Money, as well as some of his worst ones, to extract ten lessons from each that can profit every investor. And for the Mad Money junkies who just can't get enough, Cramer goes behind the scenes to explain everything from the reason behind his deliberate mispronunciations to his notorious chair abuse to the zany props and buttons that keep things humming.

From the first "Booyah" to the last roar of the bull, Mad Money is every investor's favorite television program, and Jim Cramer's Mad Money is the book that can turn a TV program into a top-notch stock portfolio.

  • Sales Rank: #364789 in Books
  • Brand: Simon & Schuster
  • Published on: 2006-12-05
  • Released on: 2006-12-05
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.25" h x 1.00" w x 6.12" l, .99 pounds
  • Binding: Hardcover
  • 240 pages
Features
  • Great product!

About the Author
James J. Cramer is host of CNBC’s Mad Money and cofounder of TheStreet.com. His many books include Confessions of a Street Addict, Jim Cramer’s Getting Back to Even, Jim Cramer’s Mad Money, Jim Cramer’s Real Money, Jim Cramer’s Stay Mad for Life.

Excerpt. © Reprinted by permission. All rights reserved.
Introduction

Investing well isn't easy, but it is possible. My goal in life is to make it easier for you to make money. I want to help out regular people with paying a mortgage, or college tuition, or hey, if we really do well, maybe buying a boat. Picking the right stocks is one of the hardest parts of investing, and every night on Mad Money, I try to take some of that burden off your shoulders. If you watch the show, I can give you good stocks. I can help you understand where the market's going. My last book, Jim Cramer's Real Money: Sane Investing in an Insane World, gave you the disciplines and insights I had developed over the course of my long career as a money manager. Since I wrote Real Money, it's gotten harder to be a regular investor. We live in a more dynamic, more economically integrated world, and that means it takes more effort to know all the facts you need to invest wisely. In this book, I'll show you how you can best use Mad Money to make money in this new, more complex global economy, and I'll also teach you the many new lessons about investing that I've learned from putting the show together every weekday for more than a year. I hope Mad Money, and this Mad Money book, can give you a life that's richer in wealth if not necessarily in spirit.

But if you think just watching Mad Money alone can make you rich, you're dead wrong. If you think that watching the show and maybe doing a little research on the side can make you money, I'd bet you're off the mark there too. It's not enough just to process what I say on the show. You need to know what to do with it. And that, my friends, is what this book is all about.

I want to help you take the advice I give out on Mad Money and show you how you can turn that advice into money in your pocket. That's what I'm all about: helping everybody get rich. There's a method you need to use, there are protocols to follow. Sometimes you'll need a translator to understand what I'm saying on the show, because I get a little caught up with the idea of being on TV and start making lots of incomprehensible references to things only a few hundred people have ever heard of. But if you watch the show, and if you use this book to turn my advice on the show into real investment strategies, I think you'll be able to make yourself some serious dough. I don't want to knock the show -- it's fun to watch -- but there's more to investing than I can convey in an hour a night of TV, especially when I have to keep from being too didactic in order to hold everybody's attention.

This book is about maximizing what you can do with the market advice I freely distribute on the show -- advice that comes out of two decades of experience playing the market, and playing to win. This book is the necessary complement to Mad Money, and the even more necessary sequel to Jim Cramer's Real Money: Sane Investing in an Insane World. In Real Money I wanted to help individual investors make money in the stock market. I wrote that book before I had Mad Money, and in the last year and a half, things have changed. I learned more in the first year of making my show than I learned in any five years I spent running my hedge fund. Now I've got a new approach to stocks. It's pretty simple: there's no such thing as the market. Whenever people talk about "the market," they're really talking about a very small group of large institutions: hedge funds and mutual funds. Because these funds control so much of the money in the market, they're the ones who determine stock prices. A stock is only worth what the big institutions are willing to pay for it. Mad Money and this book are both meant to help you, the individual investor, understand what these big players are doing and to help you try to beat them at their own game. In this book, I'll tell you how to make the best use of my show in light of my new philosophy, and I'll teach you the important new lessons I've learned since I wrote Real Money. The market's changed; my new rules will help you capitalize on my most recent experience with stocks, and they'll help you deal with a stock market that's gotten harder.

Now, sometimes I've got to toot my own horn just so you guys will listen to me. I have a few talents: I am a pretty good stock picker and a successful investor. Just so you don't think I'm conceited, I'm also not the most considerate guy on earth, and I'm a bad sport when playing Monopoly. The point is, I know how to make money in the market, and I want to help you make as much money as possible. I'm not doing it to be famous, and I'm not doing it for the pay, because I've already got more money than I feel comfortable having, and I say that as an incredibly greedy capitalist. I need to make you rich. I don't know why, maybe it's out of a pervasive sense of guilt, maybe I'm a nice guy -- it doesn't matter. You will need more than just Mad Money if you're going to make the money I want you to make.

Originally, back at the end of 2004 when we first started throwing ideas together to make the show, I had a plan. There are a lot of people out there who need reliable, honest advice about stocks. You can't be sure about research from this or that brokerage house. They've all been tarnished; they've been tarred and feathered and ridden out of town on a rail for colluding with their clients. And business journalism has the same problem as every other kind of journalism. Nobody ever takes a side, expresses an opinion, or even evaluates the validity of the press releases they get. No one ever puts his neck in doctor guillotine. Instead, they present these bland pseudo-analyses that in the end tell you nothing. Reporters want to tell you the news. You can't make a dime off the news unless you know what to do with it, and that's why Mad Money was born. I wanted to do something different and more helpful.

My goal is to create hundreds of thousands, maybe millions of people who diligently invest their money in stocks and come out of it with some mad money. I happen to think my TV show is great. I think it's the best thing on TV short of 24, The Shield, and most of what's on HBO. Good as I think it is, you need more. You need a supplement, you need something that lets you convert what I give you on the show into money in your pocket, and that's why you need this book.

Here's how it all comes together. I may play a total madman on TV, but I'm really just a very unbalanced guy at home. However, when it comes to stocks, I believe in being rigorous and methodical, not crazy. There's no madness to my method. If you want to watch Mad Money and then turn around and make yourself a fortune, you have to understand that method. You have to know what to watch for -- which observations are significant and which ones aren't.

That's the way this book will make you money. The great thing about Mad Money is that it's an up-to-the-minute show. Real Money, my last book, has great general advice about the strategies you should be using to make money in the market, but it has no up-to-the-minute, immediate component. What you're getting in this book is a way to take the detailed, immediate recommendations and observations from the show and turn them into money in your pocket.

I want this book to guide you through the nitty-gritty details of researching the stocks I recommend every single night on the show. I don't just hand you money on a silver platter. I wish I could. I wish it grew on trees, but it takes hard work to make money. I think I'm giving great advice on the show, but you still have to do your homework if you're going to turn that advice into the one thing we're after: money. So in this book, I'll tell you how to do the homework and how to decide which stocks are for you and which stocks you should stay away from, given your age or your personality. I want to guide you through the process of purchasing the stocks you like and then deciding when, where, and how to sell those stocks. I never have time to get into this sort of thing on the show, but it's just as important to know how to buy and sell the right stocks as it is to know how to pick them. I want to take some of the more complicated concepts and ideas that I use on the show and break them down for you, because knowing how to decode genuine Wall Street gibberish, and genuine Cramer gibberish, will improve your game.

I'm writing this book because I want you to feel like you've got me sitting right next to you, guiding you every step of the way when you buy and sell the stocks I pick on the show, or when you just try to implement my more general advice. But I want to do more with this handbook than just teach you how to follow my marching orders. Just as I do on the show, I want to educate you. Making Mad Money has been an education for me, and I have twenty new rules for investing, rules that I've formulated by rigorously analyzing my successes and failures. These rules explain how to invest in a market where the big hedge funds and mutual funds run the show. They're new disciplines that will let you anticipate the behavior of the big institutions. If you can do that, you can get rich. I'm not repudiating my rules in Real Money -- they're still valid -- but the world has changed. My twenty new rules are a supplement to my Real Money rules, not a substitute for them.

That's not all. If you want to get the most out of Mad Money, you need to understand how I operate. Every night I take dozens of calls in the "Lightning Round," a segment where callers ask me what I think about their stocks. I don't know what the stocks will be beforehand, but I still manage to give out decent advice. In this book, I'll show you exactly how I can tell people whether to buy or sell something with only five or ten seconds to think about the stock. I'm revealing all the secrets of the "Lightning Round" and all the tricks I use to pull it off every night. Not only that, I'll even show you how to do your own Lightning Round -- not in order to impress your friends, but because the preparat...

Most helpful customer reviews

200 of 216 people found the following review helpful.
Don't buy the hype
By bixodoido
Wow, what a disappointment this book was. I own Cramer's other books, have read them, and am familiar with his investment style. I found his last book, Real Money, very insightful and have learned a lot from it. What I found when I read this book, however, is a poor superficial treatment of the topics he covers in his previous book.

Anyone with an ounce of sense should immediately see that this book is meant to piggyback the success of Cramer's TV show Mad Money. It has the same name as the show, the NBC icon is prominently featured on the front cover, and the subtitle "Watch TV, Get Rich" is obviously a plug for the show. It's sad to see Cramer stoop to such levels, given that his earlier books contained much of substance and are very good reads. Cramer himself is an excellent writer, but this book was ghost-written for him by his nephew. This fact is also readily apparent and this is the first of his four books I've had to force myself to finish.

If you want a thorough treatment of the Cramer style of investing get his earlier book-don't waste your time with this one. This book is a series of hit and run treatments of the various aspects of investing Cramer-style-just enough to hurt new investors but, more importantly, get them to watch his show. While I credit Cramer for getting me excited about the stock market several years ago I also realize that trading stocks is not all stuttering booyahs and Bowie knife attacks on chairs-you've really got to know what you're doing or you'll get wiped out. This book will not teach you what to do, make no mistake. The hype may be great and it may look easy and fun, but the truth is that there is nothing in this book that will help you really learn to invest. Do yourself a favor-stay away from this book and get Real Money if you have to get one of Cramer's books.

104 of 112 people found the following review helpful.
What Can You Say - BRILLIANT & ENTERTAINING TOO!!!!
By Richard of Connecticut
Forget all the craziness, and loud shrieking voice coming at you. This man is the real thing. He was a hedge fund manager for years, and made BIG MONEY doing it. He simply prefers to cultivate a national image by being in the media. This in no way negates the wealth of fabulous information that he imparts to people on a daily basis. Cramer is a TEACHER too, and that's what you need to know.

If you listen to him, and then take the time to study what he is saying, it is the same as pursuing an MBA in stock picking. The difference is that in this case, the professor is giving it away for FREE. As you know, very few people ever appreciate that which is given away. If you charge for it, people's ears will perk up. They will strain to hear what you are saying, but give it away for free, and what happens? They just sit back, and say ENTERTAIN ME.

Cramer is loud, and frankly has gone Hollywood. He probably feels compelled to act in this manner in order to draw a big crowd to his television show. By doing this however, he may be taken less seriously. It probably also ensures however that he will gather a larger and larger audience, although there will be a lot of people watching that can not appreciate the contribution this man is making to improving the stock picking abilities of hundreds of thousands of people.

The truth of the matter is that anyone who is a real stock investor should be paying money to sit in a room with this man, and listen to what he has to say. If you listen to any great thinker for a long enough period of time, something becomes quite evident. People always have to reveal themselves, and reveal the truth in the process. A person can only put on a false front for so long. The façade has to come off, given enough time.

This is why Jim Cramer is so worthwhile, with a great show, and a fabulous book. Cramer is the REAL THING, and don't you ever doubt it. I run an enormous amount of money, both as the Founder , and the Senior Managing Partner of Rockefeller Capital Partners, LLC. I talk to some of the smartest people in the world. If necessary, I write checks in order to be able to consult with them. I have probably absorbed the contents of over 1000 different books on finance, investments, and money. Cramer's book is the work of a man who has paid the price in money, stress, and brainpower to learn what he has to teach. I know because I have been there.

When all is said and done, I find Cramer to be an absolute joy to listen to. This book Mad Money is even better than listening to him. In this book whether Cramer intended to or not, you have some pearls of investing wisdom that are individually worth a 100 times the price of this book. Here are several of them:

· A stock is only worth what the big institutions are willing to pay for it (p3).

· You can't be sure about research from this or that brokerage house. They've all been tarnished... for colluding with their clients (p3).

· Tips are for waiters (p23).

· Learn in very precise terms how a company makes its money (p25).

· Nothing is more important than the sector a stock lives in...half of what a stock does is totally dependent on the its sector (p27).

· The actual stock price means nothing without context (p32).

· You can't make money until you sell (p55)

· If the stock is growing faster than its competitors but has a lower P/E, then it's a slam-dunk. I'd give it a triple buy - we're done, next caller. (p69)

· I don't like inside information, both because it's illegal, and because it makes you sloppy (p75)

· Almost all analysts have been trained exactly the same way, so they think in lockstep (p75).

· We don't love stocks -they're just pieces of paper (p81).

· Whenever a CFO is cautious, I'm cautious. If a CFO is negative, I'm negative. You can take that as gospel (p114).

· It's these institutions that set prices, because they do most of the buying and selling (p121).

· Resisting the business cycle is futile.... if you buy a secular growth stock when we're in a cyclical upturn, or a supposedly cyclical stock when we're in an economic slowdown, you will lose (p121)

· You can't trust companies that are coming out of a leveraged buyout. The investment banks favor the LBO firms because they do a lot more business with them than with the average investor (p127).

· Latin America is always a trade. If you hold onto Latin American stocks for long enough, your gains will evaporate (p130).

· Not everything is worth betting on. Don't be afraid to say it's too hard (p133).
· When a stock is cheap, it's usually cheap for a reason (p137).

· Past performance is not an indicator of future success.... it's like black jack; the cards have no memory, especially when shuffled. (p139).

· Never invest on borrowed convictions. Make your own mistakes. You never want to lose money because you borrowed someone else's convictions (p143).

· Usually people have decent reasons for buying and selling stocks, and you should understand those reasons thoroughly before you try to game the supposed "stupidity" of your fellow investors (p150).

You need to read this book because the biggest problem an investor encounters today in the BATTLE for PROFITS is TOO MUCH NOISE. We have too much information coming at us, and we have to be able to sift through that which is pertinent, and that which is extraneous. It can take a lifetime to develop the ability to do this - many never do, and they pay a dear price for it.

You also have to realize that you will never, ever have all the information you want, prior to making the investment decision to buy or to sell. You will always be dealing with an imperfect decision. What you need to know is, that's OKAY. If you have 80% of what you need to know, you are going to more than probably be calling it right.

If you are using Cramer's approach than more than likely, you are a MOMENTUM player. You can make big money very quickly with this approach, and lose it just as quickly. You have to be ahead of the crowd both on the buy side, and sell side to handle this technique correctly. The best I have seen at this approach is Michael Steinberg who founded, and ran Steinberg Partners, the hedge fund for years.

At the time, Steinberg once mentioned to me that he was giving away $50 million a year in commissions to Wall Street. This meant that he was getting everyone's best idea, and his results showed it. Steinberg was the ultimate momentum player, and he always looked 10 or 15 years older than his age whenever I would run into him. In this business the stress ages you.

As an individual investor, you can do very well in the market. I believe you can blow away professional manager results if you are up to it. It takes time. It takes intensity. It probably takes what Sigmund Freud had in abundance. That was the ability to be BRUTALLY HONEST with yourself as to your strong points, and your weaknesses. Very few are capable of such honesty. Only in Wall Street do so many talk a good game, show poor performance and then make millions for themselves in the process.

Those who have been successful like Cramer are the rare individuals that LOVE THIS BUSINESS. They wake up in the morning, and think about stocks. They go to bed at night, and think about stocks. Whenever they are in conversation, fairly quickly, you can bet that the conversation is going to turn towards stocks. They never stop talking about them. They never grow tired of the subject. That's what it takes to make a fortune in Wall Street, and I respectfully suggest to you that Jim Cramer is showing you how to do it. Good Luck.

Richard Stoyeck
richardstoyeck@gmail.com

3 of 3 people found the following review helpful.
For serious newbies, great for those with little time
By Patty S.
I recently started trading online thanks to Prof. Cramer. I have both Mad Money & Real Money books including the audio books (read by Cramer) which are great companions. I've downloaded the audio books on my iPod and listen while driving (thru my car radio) or anytime I wish. I would highly recommend this to those who are serious about trading on their own. I admit the first trade I made I had to take a deep breath. The great thing is Cramer is there everyday to Cheer us on and discuss the current events in the market. He's funny and down to earth and makes school fun. I have Phil Town's Rule #1 based on Buffet and Grahams style to not lose money, but after you get his book you are on your own, literally. Phil Townsend does not have the STREET experience that Cramer has. Rule #1 is a good book to start with in your library but if you are serious and don't want to trade alone enroll in Cramer's school on making MONEY. I've made some great money and look forward to making more. I watch his show and own all of his books except for 'You Got Screwed'. BooYah!!! Good luck.

Thanks Prof Cramer

Patty, WV

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Dragon (Dirk Pitt Adventure), by Clive Cussler

Clive Cussler, author of over twenty consecutive New York Times bestsellers, brings back beloved hero Dirk Pitt in this electrifying, edge-of-your-seat thriller.

Japan, 1945: Two US bombers take off with atomic bombs. Only one gets through.

The Pacific, 1993: A Japanese cargo ship bound for the United States is instantly, thunderously vaporized, taking with it a Norwegian vessel. Japanese fanatics have developed a chilling plan to devastate and destroy the Western powers. From the ocean depths to the discovery of cache of lost Nazi loot, Dirk Pitt is untangling a savage conspiracy and igniting a daring counterattack. While Washington bureaucrats scramble, a brutal industrialist commands his blackmail scheme from a secret island control center. And Dirk, the dauntless hero of Sahara and Inca Gold, is taking on death-dealing robots and a human-hunting descendant of samurai warriors. Pitt alone controls the West’s secret ace in the hole: a tidal wave of destruction waiting to be triggered on the ocean floor!

  • Sales Rank: #69329 in Books
  • Brand: Pocket Books
  • Model: 1775986
  • Published on: 2006-10-31
  • Released on: 2006-10-31
  • Original language: English
  • Number of items: 1
  • Dimensions: 7.50" h x 1.30" w x 4.13" l, .84 pounds
  • Binding: Mass Market Paperback
  • 608 pages
Features
  • Great product!

From Publishers Weekly
In this Japan-bashing adventure, Cussler's ninth book to feature Dirk Pitt, Japanese nationalists plant nuclear devices in international cities as they plot to create a new empire through blackmail. "A page-turning romp that achieves a level of fast-paced action and derring-do that Robert Ludlum and other practitioners of modern pulp fiction might well envy . . . perfect beach reading," said PW .
Copyright 1991 Reed Business Information, Inc.

From School Library Journal
Japanese businessmen have created a diabolical plot to control world economy, and all is going well until a radiation leak occurs on board the auto carrier Divine Star . Dirk Pitt is almost killed in the tremors from the explosion aboard the carrier, and the plot weaves suspensefully as he begins to solve the puzzles around him. Nuclear holocaust, secret underwater stations, Japanese art discovered in an old Nazi underground vault, and the kidnapping of two U. S. Congressmen carry readers through an exciting story of power and insatiable greed. Humor pervades the story; Cussler places himself in one scene, suggests in another that the yen become the currency of the United States, and dresses Pitt's Uncle Percy in a lavender sport coat and lizard-skin boots. An attention-holding novel set in 1993. --Linda Vretos, West Springfield High School, VA
Copyright 1990 Reed Business Information, Inc.

Review
"BULGING WITH GADGETRY AND UNDERSEA DELIGHTS. . . CUSSLER FANS WILL LOVE DRAGON".

-- Houston Chronicle

Sunday Oklahoman

"Action-packed... Cussler grabs the reader in the opening chapter, starting a rollercoaster ride of heart-stopping adventures, disasters, and coincidences.... "Dragon" is every bit as thrilling as his earlier "Raise the Titanic"!



Richmond Times-Dispatch

"Cussler is a master of building suspense and tension....

ÝDRAGON is¨ high-tech adventure, a little romance, and a

whale of a story...."



New York Daily News

"Unrelenting... DRAGON is a swell adventure story."

Publishers Weekly

"A page-turning romp that achieves a level of fast-

paced action and derring-do that Robert Ludlum

...might well envy.... Solidly entertaining."

Sunday Oklahoman

"Action-packed... Cussler grabs the reader in the opening chapter, starting a rollercoaster ride of heart-stopping adventures, disasters, and coincidences.... "Dragon" is every bit as thrilling as his earlier "Raise the Titanic"!



San Diego Union

"Pure fun.... Cussler's ability to dredge up forgotten

facts and link them to imagined future events lends fresh

twists to the techno-thriller.... Watch ou for paper

cuts as you turn the pages faster and faster to keep up

with Cussler's intense pace."

Chattanooga News-Free Press

"From one hair-raising scene to another, "Dragon" is an incredible and satisfying thriller.... Full of swashbuckling drama and enough twists and turns to keep the reader's attention to the last page....

Ocala Star-Banner

"Cussler once again bounces to the top of his field by combining current events with an active imagination.... A fine writer.... A spectacular ending."

Kirkus Reviews

"Cussler keeps a tight plot under a favoring wind. ...Much fun, crisply told, with exciting special effects."

Atlanta Journal and Constitution

"Chock-full of marine technology, gentle twistings of historical fact, and enough undersea action to keep readers turning pages. Lovers of undersea adventures who have yet to pick up a Cussler novel should get to know Dirk Pitt."

Sunday Oklahoman

"Action-packed... Cussler grabs the reader in the opening chapter, starting a rollercoaster ride of heart-stopping adventures, disasters, and coincidences.... "Dragon" is every bit as thrilling as his earlier "Raise the Titanic"!

"UNRELENTING . . . "DRAGON "IS A SWELL ADVENTURE STORY."

--"New York Daily News "

"CUSSLER IS A MASTER OF BUILDING SUSPENSE AND TENSION. . . . HIGH-TECH ADVENTURE, A LITTLE ROMANCE, AND A WHALE OF A STORY."

--"Richmond Times-Dispatch "

Fort Lauderdale Sun-Sentinel

"Pitt has been compared to other popular adventure heroes, but Cussler has created a one-of-a-kind... [DRAGON is] an imaginative and suspenseful novel."

San Diego Union

"Pure fun.... Cussler's ability to dredge up forgotten facts and link them to imagined future events lends fresh twists to the techno-thriller.... Watch ou for paper cuts as you turn the pages faster and faster to keep up with Cussler's intense pace."

Publishers Weekly

"A page-turning romp that achieves a level of fast- paced action and derring-do that Robert Ludlum ...might well envy.... Solidly entertaining."

Most helpful customer reviews

0 of 0 people found the following review helpful.
Five Stars
By Helen Gardocki
Mr Cussler is an excellent writer. Enjoy all of his books.

0 of 0 people found the following review helpful.
Five Stars
By Laurence L. Mather
Great book, Would recommend

0 of 0 people found the following review helpful.
Five Stars
By Jerry Vogt
Great reading

See all 140 customer reviews...

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^ Ebook Wet Work (The 4400), by Dayton Ward, Kevin Dilmore

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Wet Work (The 4400), by Dayton Ward, Kevin Dilmore

1992: For nearly a decade, the international assassin known only as "the Wraith" has eluded authorities. Political leaders, powerful heads of business, terrorists known and suspected have numbered among the many victims until -- without explanation -- the Wraith disappears....

2005: Tom Baldwin and Diana Skouris are investigating Jordan Collier's murder, but they're pulled off the case. Washington believes the Wraith -- a onetime freelance agent for the U.S. government -- is active again. A high-ranking CIA officer, who oversaw the rogue operator's activities, is killed. Evidence at the scene points to the Wraith and that this highly efficient killer is now a 4400. The NTAC agents only have thirteen-year-old leads to follow an assassin who was never caught. Suddenly, the Wraith kills another returnee. Why? What does this mean? Can the mounting fears of the 4400 be right? Or is this just one returnee who has gone off the track. Baldwin and Skouris need to know -- but will they find out before the Wraith completes this deadly covert objective?

  • Sales Rank: #813678 in Books
  • Published on: 2008-10-28
  • Released on: 2008-10-28
  • Original language: English
  • Number of items: 1
  • Dimensions: 6.75" h x 1.00" w x 4.19" l,
  • Binding: Mass Market Paperback
  • 368 pages

About the Author
Dayton Ward is the New York Times bestselling author of the science fiction novels The Last World War, Counterstrike: The Last World War—Book II, and The Genesis Protocol, and the Star Trek novels Legacies: Purgatory’s Key, Elusive Salvation, Armageddon’s Arrow, The Fall: Peaceable Kingdom, Seekers: Point of Divergence (with Kevin Dilmore), From History’s Shadow, That Which Divides, In the Name of Honor, Open Secrets, and Paths of Disharmony. He lives in Kansas City, Missouri, with his wife and daughters. Visit him on the web at DaytonWard.com.

Kevin Dilmore has teamed with author Dayton Ward for fifteen years on novels, shorter fiction, and other writings within and outside the Star Trek universe. His short stories have appeared in anthologies including Native Lands by Crazy 8 Press. By day, Kevin works as a senior writer for Hallmark Cards in Kansas City, Missouri. In 2014, a short film written by Kevin, “Outside of Town,” was selected for screening in the Short Film Corner of the Cannes Film Festival. A graduate of the University of Kansas, Kevin lives in Overland Park, Kansas.

Excerpt. © Reprinted by permission. All rights reserved.
ONE

Baltimore, Maryland

She stared through the scope, her body still absorbing the rifle's recoil as she watched the back of her target's head explode in a crimson rain.

There was almost no wind, and the angle she had selected provided her an unobstructed view between those few trees at the edge of Federal Hill Park's expansive open field. At this range, the shot was child's play, the single round entering the man's forehead just above his left eye. He had turned at the last possible instant as she pulled the trigger, placing the round slightly off its intended mark, but the results were the same, as Sheik Miraj al-Diladi dropped limp to the stage behind his podium, dead before he had even begun to fall.

From her concealed sniper's nest two hundred yards away, Lona Callahan continued to peer through the scope, watching the scene around the raised dais as the audience scattered. Most ran away or simply dropped to the ground in search of protective cover, but a few rushed to the platform in the hopes of aiding the fallen al-Diladi. The body already was surrounded by assistants or other members of the cleric's entourage, some of them looking around and pointing in all directions in attempts to determine the origin of the shot. They would have little luck with that, owing to the rifle's silencer. Lona did not normally bother with that particular accessory, but her proximity to the target had made it necessary. She would have preferred a greater distance between them, but the site of al-Diladi's rally coupled with the constricted geography in this part of south Baltimore had forced her to carry out her assignment from a closer range.

Ignoring the distant cries of fear and terror echoing across the park, she instead focused her attention on the rapidly expanding pool of blood beneath al-Diladi's head. The single shot was the result of weeks of planning combined with Lona having gotten herself into position more than an hour before the cleric was scheduled to speak. She had observed the gathering of people swell about the large open field at the center of Federal Hill Park, and had watched through her scope as al-Diladi's entourage arrived and inspected the dais before allowing him to step out of his limousine. Training the rifle's crosshairs on his head from the moment he settled behind the podium, Lona waited until al-Diladi began speaking to the assembled audience to verify that he would remain in place. From there her training and experience took over as she drew a single, calming breath and released it an instant before her finger squeezed the trigger. The rest had taken care of itself.

Satisfied, Lona rose from her prone position on the dining table she had used as her platform, rolling to her feet and flipping away the dark green nylon poncho she had used to cover herself. The poncho worked in concert with the lack of light in the apartment as well as her black Lycra bodysuit -- with its matching hood to cover her head and face -- to make her all but invisible to any casual observer who might cast a furtive glance through the partially open window. Situated six feet from the window, the table had allowed her to set up her shot without exposing her position. Sticking one's rifle barrel through an open window was the stuff of amateurs.

Just ask Lee Harvey Oswald.

Moving with practiced efficiency, Lona disassembled the rifle, returning the components to their padded carry case. The Dragunov was not her preferred weapon, but it had proven more than adequate for this assignment. She would not use it again, of course; it would be disposed of once she was away from here. Her hands were protected by thin latex gloves that would prevent the transfer of fingerprints or skin particles as she worked.

Completing the collection of her other equipment, Lona glanced at the watch on her wrist. Three minutes since she had taken the shot. She could hear the faint sounds of sirens approaching, eighty seconds ahead of the schedule she kept in her head. Impressive, she conceded, even though she had factored in a greater level of efficiency for first responders to the scene.

Time to go.

There already was a police presence on hand, owing to the nature of the park gathering. Sheik al-Diladi had been a controversial figure, a prominent Muslim cleric who had taken polarizing stances on a number of issues in recent years. Decrying extremist groups who carried out terrorist acts in the name of Islam, al-Diladi had long been a vocal advocate for harmony and tolerance -- not only in the Middle East but also between that embattled region and the West. He should have been the ideal ambassador to usher in a new era of peace, and to most of the world that was exactly the image he projected. Indeed, the park gathering today was but the latest stop on a multicity tour through the United States, with al-Diladi bringing his message not only to Muslim followers but anyone else who cared to listen.

However, Miraj al-Diladi presented an entirely different persona to the world's leading intelligence agencies, many of which had been investigating his alleged ties to many of the very terrorist groups that were targets of his public denouncements. It had taken years to gather evidence sufficient to justify any sort of retaliatory action against the divisive cleric, after which the Central Intelligence Agency finally had taken the bold step of putting such sanctions into play.

Enter Lona Callahan.

Still wearing her mask and gloves, Lona reached into her bag and extracted a pair of white running shoes, which she donned over the black stockings she wore to cover her feet. That accomplished, she picked up the red backpack containing the rifle and her other gear and slung it across her back before taking a last look around the run-down apartment to ensure no sign of her sniper's nest remained. She knew better than to close the window -- doing so in the moments after the shooting might attract unwanted attention. The table in the dining area was returned to its former forlorn state, stacked with the magazines, unopened mail, and empty pizza boxes she had gathered for just that purpose. Every apartment in the building that faced the park would be searched, she knew, but investigators would find nothing. Lona had rented the room two months earlier under an alias, and when that name was scrutinized along with every known detail of the assassination in the days to come, the world's intelligence and law enforcement entities ultimately would come to the same conclusion.

The Wraith had claimed another victim.

Lona smiled beneath her hood at the thought of the melodramatic moniker bestowed upon her by the media, dating back nearly a decade to when she had committed her first high-profile assassination. It had been another political leader on that occasion, the fascist dictator of a small South American country believed to be assisting Colombian drug cartels in their efforts to smuggle cocaine into the United States. His murder -- also carried out with the use of a sniper rifle -- was broadcast live on state-run television and picked up by intelligence services around the world, to say nothing of the international media. No clues or worthwhile evidence had been found to suggest a suspect or a motive for the assassination; it was as though the leader's killer were a ghost, and the papers and news networks had taken it from there.

Pausing at the door, Lona listened for signs of movement in the hallway. She heard nothing and stepped into the narrow, dimly lit corridor on her way to the stairwell. It was empty, as well, and she descended the steps two at a time, waiting until she had moved from the fourth to the second floor before finally removing her hood and sticking it in a side pocket of her backpack. As she walked, she reached up to ensure her blond wig was still in place to conceal her red hair.

It was not much of a disguise, but Lona always had operated on the principle that less was more. Large dark sunglasses could pique curiosity, as would long coats with collars pulled up around the face or any one of a dozen things a Hollywood assassin might do when leaving the scene of a crime. The goal was to blend in, appearing as ordinary and part of the landscape as possible. With that in mind, Lona had chosen the simple black exercise suit with white piping, the same sort of unremarkable outfit worn by women running the streets and parks all over the city.

Encountering no one before reaching the first-floor landing, she entered a passageway that would take her to a door leading into an alley behind the apartment building. Now she removed her latex gloves, knowing they would attract attention. This, Lona knew, would be the critical part of her exfiltration, the time when she was at her most vulnerable. Police would at least be in the beginning stages of setting up cordons and blocking off streets with the hope that the shooter was still in the area and that they might block or hinder an escape. One key advantage she possessed was that, as a woman, she would not draw immediate suspicion from casual bystanders. However, with law enforcement already in the area, the possibility of her being seen or even stopped by an alert police officer was not to be ignored.

Careful not to use her hands, Lona pushed open the door and stepped outside. The sounds of police sirens now were louder, and she could hear frantic shouts in the distance. She had exited via the door at the midpoint of the long, narrow four-story building, placing her roughly sixty yards from the street that separated the apartment complex property line from the western edge of the park. The alley itself reeked of urine, stale beer, and overfilled Dumpsters sitting too long in Baltimore's June sun, but it had the virtue of being void of other people.

Adjusting the pack on her back, Lona started up the alley heading west, away from the park. From here, it would be a simple matter to turn north at the alley's far end and walk two blocks before crossing the street to the...

Most helpful customer reviews

8 of 10 people found the following review helpful.
Wonderful Addition to the 4400 Series
By SciFiChick
In 1992, Lona Callahan, an assassin known as the Wraith, disappeared without a trace. 13 years later, Lona finds that she was abducted and returned, along with 4399 other people, with no memory of missing years. But when CIA agents try to pick Lona up for a long-overdue debriefing, she decides to go her own way. And Lona is surprised to discover she has an amazing power. But soon it becomes clear that she was given a purpose to fulfill. One that seems impossible to ignore.

Baldwin and Skouris get assigned to the case, when a CIA official is assassinated and fingers are pointed toward the Wraith. And the CIA opens up about who the Wraith is, in order to save other operatives from being killed by Lona. But capturing this 4400 won't be easy. Besides being a professional assassin, Lona has an incredible power that makes her faster than the eye can see.

Since the groundbreaking show was cancelled, The 4400 story is being carried along in novel form. And as an avid fan, I have been pleasantly surprised with the books so far. Wet Work doesn't continue after the last season. Instead, the story takes place while Ryland is still director of NTAC.

With intrigue, adventure, suspense, and cool super powers, this is an exciting addition to the 4400 series. Fans will definitely be pleased. Stories like this is what made the show great.

0 of 0 people found the following review helpful.
a good story with a strange set- up
By Craig
The story opens with a political assassination. then it jumps ahead 12 years and focuses (mostly) on hunting the killer. the story is interesting but tends to jump around a lot. characters come and go randomly making the story kind of hard to follow. the ending has an odd twist that I think could have been written differently because it left me scratching my head.
If you're a fan of the show I would say check this out only because these books are the only way to get more details.

0 of 0 people found the following review helpful.
Very suspenseful
By Janice A Cooper
I really enjoyed the series and hope the authors of Wet Works" follow through with additional books. Matthew Ross was an interesting character in the TV show but was not fully developed. Wet works ends with an introduction to just how evil he really was. I want more.

Thank you.

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Senin, 07 April 2014

~ Free Ebook But I Trusted You: Ann Rule's Crime Files #14, by Ann Rule

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But I Trusted You: Ann Rule's Crime Files #14, by Ann Rule

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But I Trusted You: Ann Rule's Crime Files #14, by Ann Rule

THE MOST FATAL MISTAKE?

Trust. It's the foundation of any enduring relationship between friends, lovers, spouses, and families. But when trust is placed in those who are not what they seem, the results can be deadly. Ann Rule, who famously chronicled her own shocking experience of unknowingly befriending a sociopath in The Stranger Beside Me, offers a riveting, all-new collection from her true-crime files, with the lethally shattered bonds of trust at the core of each bloodsoaked account. Whether driven to extreme violence by greed or jealousy, passion or rage, these calculating sociopaths targeted those closest to them -- unwitting victims whose last disbelieving words could well have been "but I trusted you...." Headlining this page-turning anthology is the case of middle-school counselor Chuck Leonard, found shot to death outside his Washington State home on an icy February morning. A complicated mix of family man and wild man, Chuck played hard and loved many...but who crossed the line by murdering him in cold blood? And why? The revelation is as stunning as the shattering crime itself, powerfully illuminating how those we think we know can ingeniously hide their destructive and homicidal designs. Along with other shattering cases, immaculately detailed and sharply analyzed by America's #1 true-crime writer, this fourteenth Crime Files volume is essential reading for getting inside the mind of the hidden killers among us.

  • Sales Rank: #225620 in Books
  • Brand: Pocket Books
  • Published on: 2009-11-24
  • Released on: 2009-11-24
  • Original language: English
  • Number of items: 1
  • Dimensions: 6.75" h x 1.10" w x 4.19" l, .50 pounds
  • Binding: Mass Market Paperback
  • 464 pages
Features
  • Great product!

About the Author
Ann Rule is the author of thirty New York Times bestsellers, all of them still in print. Her first bestseller was The Stranger Beside Me, about her personal relationship to infamous serial killer Ted Bundy. A former Seattle police officer, she knows the crime scene firsthand. For more than two decades, she has been a powerful advocate for victims of violent crime. She lives near Seattle. Visit her at AuthorAnnRule.com.

Most helpful customer reviews

94 of 101 people found the following review helpful.
Don't bother with this stinker
By J. L. Rainone
Normally, I love Ann Rule's books. (And it bothers me that I find her books interesting. There must be something wrong with me to read true crime books!) Usually her stories take you to to a very dark and scary place but the ending reassures you that the bad person is locked away or dead. In her earlier books, she seems to pay close attention to facts and weaves her stories chronologically.
But this time, the book stinks. I don't know if Ann Rule was in a hurry whe she was writing this or if she had no editing or continuity help, because there were errors and inconsistencies throughout. For example, in the first and title story, the victim's young daughter at the time of the trial is 6 years old on one page, but 7 on the next page and then back to 6 on the third page. Huh?
Another example of the story rambling without following any particular order is when she describes the murderer's flight from justice. It is not clear when she is in one place before jumping to to another place and back again.
I have to be honest with you. This book turned me off to Ann Rule. The writing was just plain sloppy. It is difficult to become engrossed in a story if it keeps contradicting itself.

55 of 59 people found the following review helpful.
I couldn't finish this
By A. Brown
I don't know if my tastes have changed or if Ms.Rule's style and pacing have changed but I put this aside after struggling through four chapters and won't be picking it back up. The narrative was overly melodramatic in most of the stories, and there was at least one instance where the description of events was out of chronological order for no reason I could see. I may buy another of her long stand-alone titles but I'm done with this series.

69 of 76 people found the following review helpful.
Not her best
By Margaret M. Houlehan
I consider Ann Rule a national treasure. I have read her books for over 20 years. I admire the way she makes the victims in her narratives unique, loved, and unforgotten. That said, I have to agree with some of the other reviewers that the past two true crime case files have been rush-throughs. It's not that I don't care about the victims, it is the way the stories are put together.

Perhaps it is just me, but I prefer her stand-alone books, which are far more thoroughly researched and cohesive.

I know from her website that Ms. Rule is not too happy with the reviews here, but every good author must be willing to accept well-intentioned and honest criticism.

Everyone deserves a sabbatical to recharge . We ALL get burned-out from our jobs. Perhaps Ms. Rule should take some well-deserved time off. From everything I know about her, she is an incredibly hard worker.

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Colossus: The Turbulent, Thrilling Saga of the Building of Hoover Dam, by Michael Hiltzik

As breathtaking today as when it was completed, Hoover Dam ranks among America’s most awe-inspiring, if dubious, achievements. This epic story of the dam—from conception to design to construction—by Pulitzer Prize–winning journalist and Los Angeles Times columnist Michael Hiltzik exposes the tremendous hardships and accomplishments of the men on the ground—and in the air—who built the dam and the demonic drive of Frank Crowe, the boss who pushed them beyond endurance. It is a tale of the tremendous will exerted from start to finish, detailing the canny backroom dealings by Herbert Hoover and Franklin D. Roosevelt, the herculean engineering challenges Crowe faced, and the terrific union strikes by the men who daily fought to beat back the Colorado River. Colossus tells an important part of the story of America’s struggle to pull itself out of the Great Depression by harnessing the power of its population and its natural resources.

  • Sales Rank: #419023 in Books
  • Brand: Hiltzik, Michael
  • Published on: 2011-05-03
  • Released on: 2011-05-03
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.44" h x 1.20" w x 5.50" l, .99 pounds
  • Binding: Paperback
  • 512 pages

From Bookmarks Magazine
Fittingly, noted the San Francisco Chronicle, the history of Hoover Dam is "just as roiling and dirty as the silt-laden Colorado." Critics felt that what could have been a dry, technical story of the creation of the dam became, in Hiltzik's hands, a fascinating social, political, and labor history. Although Hiltzik spares readers few engineering details, he also looks closely at key political compromises and issues and captures the colorful personalities of the main players. He also offers new insight into the tragic worker deaths. A few reviewers commented that the book doesn't live up to the promise of its subtitle; that quibble notwithstanding, Hoover Dam is a standout popular history.

From Booklist
For his history of a famous piece of infrastructure, Hiltzik selects one without compare. Decked out in art deco, the Hoover Dam is a beautiful immensity that awes throngs of visitors, and it boasts a construction epic reflecting Depression-era America: the first to impound the Colorado River, the dam is both product and symbol of the politics of water rights in the American West. It is the 1920s iteration of the latter on which Hiltzik, a business writer for the Los Angeles Times, embarks in his fascinating account of the genesis of the Boulder Canyon Project, as the enabling congressional act called the yet-unnamed dam. Starting the story at the torrid desert job site, Hiltzik recounts the rigorous organization of the project by the contract-winning consortium and its engineering chief, Frank Crowe. If Crowe's solutions to technical problems were audaciously titanic, the labor practices of his bosses were pitiless. Strikes were crushed; slack safety resulted in numerous deaths; and a whites-only hiring policy prevailed. Astutely conveying the characters of its creators, Hiltzik marvelously captures the times of the Hoover Dam. --Gilbert Taylor

Review
"Masterly. In the grand tradition of David McCullough. [Hiltzik] fixes the endeavor in its time and captures the personalities of the people involved. May inspire in readers a longing for something...that will summon up once again America's famous self-confidence and daring."--John Steele Gordon, "Wall Street Journal

"

"[A] superb new history of the dam's conception, construction and legacy... And in Hiltzik's hands, it makes very good history, indeed." --"Cleveland Plain Dealer

"

"[COLOSSUS is a] detailed and vividly written study - destined to be the standard history for decades to come." --"Washington Post

"

"Fascinating. A construction epic..of a beautiful immensity, a piece of infrastructure without compare..reflecting Depression-era America [and] astutely conveying the characters of its creators. Hiltzik marvelously captures the times of the Hoover Dam." "-- Booklist

"

"The parade of grim particulars might make "Colossus "a depressing read were it not for the vigor of Hiltzik's prose and the lively gallery of individual portraits and anecdotes that convey a wonderfully textured sense of what it was like to work on Hoover Dam."--"Los Angeles Times

"

"Hiltzik tells the dam's tale well, with majestic sweep and a degree of detail that by rights ought to be numbing, but isn't; every iota of material fits snugly into the narrative, which, unlike the river, flows freely." --"San Francisco "Chronicle"

"

Most helpful customer reviews

103 of 111 people found the following review helpful.
Setting the Record Straight
By Silver Spring, MD
In a review titled "Cheapskate," David Rogers gives this book one star because he says it has "absolutely no photos to accompany the text." In fact, "Colossus" has 34 photos and other graphics, presented in a 16-page illustrations section that appears on glossy stock between pages 306 and 307. Rogers claims the book is printed on "cheap newsprint." No, newsprint is what newspapers are printed on. "Colossus" is printed on standard book-quality paper. And Rogers cites the book's "untrimmed pages" as further indication that it is "an extraordinarily low quality product." Again, untrue. That single patterned edge is a binding style used with many fine editions. In point of fact, "Colossus" is produced well, with first-rate cover, typeface, etc. But what is far more important is the book's content. Michael Hiltzik has written a fascinating account of a landmark of the American West. As the Washington Post review puts it, he "approaches Hoover Dam as historian, investigative reporter and social critic." Hiltzik manages to excel in all three roles, and the result is a truly compelling narrative.

20 of 21 people found the following review helpful.
The title says it all!
By Jim
This is a great read, though it is long and not what I would call a summer read.The book days a excellent job on the construction of Hoover/Boulder Dam, describing in great detail of the tough conditions the workers had to face, not only from the construction but also that of mother nature and the depression of the 30's.
A good amount of the book also goes into the history of the Colorado River as the U.S. spread westward. Also on the politics and egos of the men involved with the wonder of the Modern World.
Just like the title says, Hoover Dam is a Colossus and was instrumental in making the U.S. what it become in the 20Th century.
I highly recommend this book

Jim

15 of 17 people found the following review helpful.
Where are the engineers?
By Irfan A. Alvi
"Colossus" is a colossally long book. It goes into extensive and vivid detail in the following areas:

* The political and social context of the times, giving us a good sense of what life was like in America before and during the Great Depression

* The early visions for the project, based on a desire to tame the Colorado River's flooding, and use its water for agriculture and hydropower

* The political battles involved in making the project possible, including nearly failed negotiations over water rights among the affected Western states

* The business aspects of bidding and completing the project, including succeeding in extracting profit from every possible avenue

* The extremely difficult, and sometimes fatal, working and living conditions of the laborers who built the dam and their families, including life in Boulder City

To my surprise, the book falls short in describing the construction of the dam itself. Of course, information on construction is provided, but not nearly as much as I think is needed and appropriate for a book of this length.

But even more egregious, there's almost no information on the engineering design of the project. The author almost makes it sound like the design of Hoover Dam was a minor task which was completed quickly, with the real "engineering" of the project being completed during construction. As an award-winning dam engineer myself, I can assure you that this is completely false and misleading. The design of the dam was a huge and vital undertaking, at least as important as every other aspect of the project, and I suspect that the author neglected to describe it adequately simply because he lacked the technical background to do so. It's rather unfortunate to see a book written about a landmark engineering achievement which hardly talks about the engineering!

I won't go as far not recommending the book, but beware that it's very incomplete and unbalanced.

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The New Art of Managing People, Updated and Revised: Person-to-Person Skills, Guidelines, and Techniques Every Manager Needs to Guide, Dire

A fully revised and updated edition of The Art of Managing People, offering the latest wisdom on crucial guidelines and techniques for creating a positive work environment and increasing productivity and profitability.

From the award-winning authors of the bestselling management classic comes the revised and updated edition of The New Art of Managing People, featuring eight new chapters on important contemporary business issues such as ethics, diversity, managing conflict, and creating high-performing teams. When a manager establishes a friendly yet productive working atmosphere, the benefits to the entire organization are substantial. Here, Dr. Phillip L. Hunsaker and Tony Alessandra clearly provide practical and accessible strategies, guidelines, and techniques for managing the best team you could possible have.

  • Sales Rank: #408044 in Books
  • Brand: Hunsaker, Phillip L./ Alessandra, Anthony J.
  • Model: 4693917
  • Published on: 2008-12-23
  • Released on: 2008-12-23
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.25" h x .80" w x 7.37" l, 1.56 pounds
  • Binding: Paperback
  • 368 pages

About the Author
Dr. Phillip L. Hunsaker is a Professor of Management and Director of Management Programs in the School of Business Administration at the University of San Diego. He is an internationally recognized consultant, seminar leader and speaker in the areas of personal, management, and organizational development.

Dr. Hunsaker has authored over 100 publications, including numerous articles in academic and professional journals and the best-selling books You Can Make It Happen: A Guide to Personal and Organizational Change (Addison-Wesley, 1977); Managing Organizational Behavior (Addison-Wesley, 1986); and Strategies and Skills for Managerial Women (Southwestern, 1986).

Excerpt. © Reprinted by permission. All rights reserved.
Chapter 1

"Oh, wad some power the girlie gie us to see oursels as others see us."

Robert Bums, 1786

Building Productive Managerial Relationships

Have you ever wished that you could magically know what other people are really thinking about you when you are interacting with them? There are plenty of reasons why this information could be very valuable to you as a manager. There may also be plenty of reasons why you would rather not know.

"That incompetent SOB. He's trying to get me to do his job again."

"Another phony smile. She doesn't really care about me."

"He makes me feel so stupid and helpless."

"She's treating me like a child. When I get the chance, I'll slip it to her good."

"He asks questions as if doubting everything I say."

"She does all the talking. Obviously, my opinion doesn't count."

"His poker face keeps me guessing whether he understands me or is even listening to me."

"She argues with everything I say. I'm always wrong. She's always right."

Thousands of managers have such things said about them every day. But because they can't get inside the heads of their subordinates, peers, and superiors, they are unaware of why they are having such problems. In fact, many of them are unaware of any problems existing at all. And we're talking about some of the brightest managers with the best technical track records in industry today. In most of these cases the problem is not lack of experience, energy, intelligence, or dedication but neglect of building and maintaining productive relationships with others. In attempting to determine what managers need most to be effective, a countless number of surveys have produced a very consistent answer. More than anything else, a manager needs to be able to get along with other people. You probably aren't too surprised with this answer. Then why is it still such a monumental problem for so many managers?

One reason is that managers typically are not well trained in relating productively with others. Many managers today have advanced degrees in business administration, engineering, or the like, but such technical expertise does not magically confer equivalent expertise in managing relationships. And neither do years of successful experience in a technical area. Consequently, most managers simply are not as well equipped to deal with people problems as they are with technical ones. Even if they were, chances are that most managers would not think in terms applicable to people problems.

In the business world, management is almost always viewed in terms of productivity. Why? Because productivity is the key to the success of the organization and to your future as a manager. You evaluate your subordinates on how much they produce, because you are evaluated on how much they produce. Under this one-dimensional system of evaluation, it is easy to slip into the point of view that people are similar to such other resources as material and money, which are to be exploited as much as possible for the company's good. Today's employees will not tolerate this type of treatment without severe negative consequences for both their own well-being and their contribution to the company's goals. Successful managers realize that for employees to be most productive, they must have opportunities for satisfying their own needs built into the work environment. Consequently, managers need a thorough awareness of employees' values, needs, and reasons for behaving, as well as personal skills in communicating with and motivating employees toward the accomplishment of organizational goals in ways that will be accepted and not resented.

Getting the work out is only one side of the productivity coin. For long-term effectiveness, you must accomplish this work by being sensitive to the needs of those who work for and with you. In fact, management by definition is getting the work done through the efforts of other people. You may be able to get short-term results by exploiting and dominating people, but your effectiveness -- and maybe your career -- will no doubt be jeopardized in the long term. The resulting hostility and resentment that will have built up will eventually be released, either openly or secretly, to cause your failure as a manager.

An analogy often used to illustrate the two sides of the productivity coin is that of a bicycle. Technical knowledge and people knowledge can be thought of as the two wheels. Technical knowledge is the back wheel, which makes the bicycle go. It supplies the drive that you have to have to go anywhere. Obviously, technical management is important. The front wheel is the people knowledge. It steers, directs, and takes the back-wheel power where you want to go. You can have all the back-wheel expertise in the world; but if people won't cooperate or don't know where to go with it, you won't go anywhere. This is what Interactive Management is all about!

No matter how ambitious or capable you are, you cannot be an effective manager without knowing how to establish and maintain productive relationships with others. You must know how to relate so that others want to work with you and accept you rather than reject you.

Does this mean that you become mushy and other-directed, primarily concerned with servicing the needs and desires of others? Or that you should develop a master strategy that will give you the breaks at the expense of others, or enable you to play up to those who can do you the most good while paying little attention to others? The answer to these questions is, of course, a resounding no!

It does mean, however, that you should sincerely do everything you can to develop strong, friendly, honest, and trusting relationships with all of the people you work with, including your bosses, subordinates, and fellow managers. In your position as a manager, you automatically assume two responsibilities: (1) to do the best technical job you can with the work assigned to you, and (2) to interact with all people to the best of your ability. It is with the second of these responsibilities that this book is designed to help you. The goal is to develop your skills of managing transactions with others in ways that spell success for yourself, others, and the organization as a whole.

THE INTERACTIVE APPROACH TO MANAGING PEOPLE

Research on human personality suggests that healthy individuals need to be treated with respect and to have opportunities to feel competent and independent as they actively pursue goals to which they are committed. Unfortunately, research on technical management indicates that its directive, production-oriented characteristics tend to create situations where employees feel dependent, submissive, and passive and where they use few of their important abilities, let alone developing them. Their activities are aimed at the organization's and manager's needs rather than at their own; and they often end up frustrated, resentful, and underproductive. Under these conditions, employees will tend to adapt by leaving, manifesting defense mechanisms (such as daydreaming, aggression, or ambivalence), or rebelling openly against the manager and the system.

If employees leave or use defense mechanisms to suppress their frustrations, management may not even be aware of the problems being created. In the case of open rebellion, however, the technical manager's responses are usually in the form of "corrective actions" such as increased controls, stiffer penalties, or other actions that tend to compound the employees' frustrations. The result is an increasing distance, mistrust, and resentment on both sides. Nobody wins.

The interactive management philosophy was developed to overcome some of these manager-employee relationship problems. Although the ideas are not radically new, how they are combined in establishing the supervisor-employee relationship makes this approach unique. It is based on the philosophy that it is neither healthy nor profitable to manipulate or exploit other people. This philosophy incorporates the belief that people perform effectively because they understand and feel understood by the supervisor, not because they are forced to comply by a mandate from above. It revolves around helping people understand procedures rather than forcing them to comply. The entire process is built around trust-bond relationships that require openness and honesty. Table 1-1 points out some major differences between interactive and technically oriented management.

Company Oriented versus Employee Oriented. In technical management, the manager is predominantly interested in the task instead of the employee. Getting the job done, regardless of the human costs, is the primary motivator. Verbal and nonverbal behaviors suggest urgency, impatience, and dominance.

On the other hand, the interactive manager fills the role of a counselor, consultant, and problem solver. Helping the subordinate determine the best course of action and how to implement it takes top priority. All verbal and nonverbal behaviors project trust, confidence, patience, empathy, and helpfulness. The result in this new form of management is a close, open, trusting manager-employee relationship -- a win-win relationship.

Table 1-1 Differences between Technical and Interactive Management

Technical Interactive

Company oriented Employee oriented

Tells Explains and listens

Forces compliance Develops commitment

Task oriented People oriented

Inflexible Adaptable

Thwarts needs Satisfies needs

Creates fear and tension Establishes trust and understanding

Tells versus Explains and Listens. The technical manager dominates the conversation, asking for little verbal input from subordinates except to indicate compliance at appropriate points. Conversely, in interactive management the emphasis is on problem solving that incorporates two-way discussion and feedback. The manager is knowledgeable, competent, and confident in the verbal communication skills of questioning, listening, and feedback.

Forces Compliance versus Develops Commitment. Power and authority are key buzzwords for the technical manager. "Do it my way or else!" "Managers are the thinkers. Employees are the doers." "Management makes the decisions around here!" These are familiar phrases in technical management. Thus, the manager controls, persuades, and figuratively "browbeats" employees to do as requested now, whether or not they are ready. Although this technique may work in the short run, it generates dissatisfied workers who are apt to rebel subtly or quit when they get the chance.

ardAn effective blending of short-term and long-term objectives is the trademark of interactive managers. They allow employees "breathing room" to solve their own problems in a reasonable period of time. Immediate compliance is not as important today as building an efficient and effective work team. Although this orientation may take a little longer in getting positive results from the employees, it leads to less resentment, more manager-employee trust and goodwill, better long-term morale, and greater team effectiveness.

Task Oriented versus People Oriented. Meeting production deadlines is more important to the technical manager than developing people. This orientation very often leads to frustrated employees who only give the minimum required effort.

Interactive management is people oriented. The employee's problems and/or needs are as important as the task. The interactive manager's ultimate objective is to develop relationships with employees so that they are motivated to accomplish organizational goals of their own volition.

Inflexible versus Adaptable. Technical managers typically approach and interact with different employees in the same way all the time. They are not sensitive to variations in the styles, needs, and problems of their different employees. Technical managers often are insensitive and oblivious to cues that an individual employee has unique and pressing needs at this particular time or under the present circumstances.

Flexibility is a key skill used by interactive managers. They are flexible in communicating with all different styles of employees. Their management style is adapted to each individual employee and situation. They are simultaneously perceptive of the verbal and nonverbal cues that a subordinate sends and are willing and able to change their approach and objective if necessary.

Thwarts Needs versus Satisfies Needs. When you tell someone that you know what the person's problem is and proceed to present the solution to it without getting much feedback, the person tends to become defensive, secretive, and resentful. The interaction becomes more like a battle -- a win-lose situation. An employee will not freely share important information with a manager under these conditions and often will create "smoke screens" (false fronts) to throw the manager off balance. Obviously, this is not a productive relationship.

In interactive management, the supervisor is skilled in information gathering in order to help the employee openly and honestly discover personal needs and problems. With this approach, the employee perceives the relationship as a "helping'' one. Trust, confidence, and openness are free flowing in this "win-win" association. In addition, the employee is totally involved in the solution process with the manager. This allows the employee to be more personally committed to the implementation of the plan.

Creates Fear and Tension versus Establishes Trust and Understanding. The six previously discussed behaviors culminate in a supervisor-subordinate relationship based either on fear and tension or on trust and understanding. In technical management, fear and defense levels are high. Both the manager and the employee play games with each other (for a detailed discussion on games, refer to Chapter 5). Management becomes more of a process of persuasion and control rather than problem solving and facilitation. The supervisor-employee relationship deteriorates as defensiveness and distrust continue to increase.

Conversely, in interactive management, trust, acceptance, and understanding are the norm. The supervisor-employee communication process is open, honest, and straightforward. Information is openly shared, and problems are genuinely resolved. Whether or not a decision is made, both supervisor and employee feel good about each other and about their interaction. Both sides win.

PRINCIPLES OF INTERACTIVE MANAGEMENT

There are four basic principles behind the interactive management philosophy. They are aimed at developing a trusting relationship between two adults. This is in contrast to technical management, which typically develops as a suspicious relationship between a naughty child and a critical parent.

1. The entire management process is built around trust-bond relationships that require openness and honesty on the part of both the supervisor and the employee.

2. Subordinates comply, not because they are made to, but because they feel understood by the manager and understand the problem.

3. People strive for the right to make their own decisions. They resent being manipulated, controlled, or persuaded into making a decision even if that was the decision they would ultimately have made.

4. Do not solve subordinates' problems. They will resent the solution, and if you as the manager inflict the solution, they will resent you also. Point out problems; don't solve them. Let subordinates solve their own problems with your help.

By following these principles, the interactive manager allows employees to obtain optimum personality expression while at work. Employees are permitted to be more active than passive, more independent than dependent, to have more control over their world, to feel accepted and respected, and to exercise many of their more important abilities. As employees experience these things with their supervisor, a trust bond is formed that facilitates the development of an effective team made up of satisfied, productive individuals held together through healthy interpersonal transactions.

INCREASING EMPLOYEES' ON-THE-JOB EFFECTIVENESS

We realize that it will be difficult for managers who are held responsible for results and who have been used to "keeping on top" of what subordinates are doing to drop old habits suddenly and trust that employees will automatically and immediately take the ball. In fact, they probably won't. Their experience has taught them that you are in charge and that their roles are to implement what you direct. So we're talking about a gradual process with initial risks of mistakes and failures. These must be seen as opportunities for learning and not as dangers to be avoided for fear of reprisal.

In communicating this atmosphere of growth and learning to employees, keep in mind that your actions speak louder than words. Don't attempt interactive management unless you are willing to trust your employees and give them the opportunities to adjust to your changed style and expectations.

There is a five-step process we recommend to ease the transition and aid in the establishment of effective relationships for joint problem solving. These five steps, presented in Table 1-2, enable the interactive management philosophy to be translated into action. Can you see the probable differences in employees' reactions to the two management procedures?

Trust Bond. Mutual respect and understanding are prerequisites for joint problem solving. The development of a firm trust-bond relationship with your employee is the foundation of interactive management. Employees prefer a supervisor on whom they can rely, someone who cares about them and will help fulfill their personal needs. Under these conditions, employees can let their guard down and not worry about being exploited. They can dare to experiment and take risks conducive to personal and professional development.

Table 1-2 Technical versus Interactive Management Procedures

Technical Interactive

Establish power base. Establish trust bond.

What is your problem? Define the problem situation.

Here is my plan for you. Let us make a new action plan.

If you don't do it... Commitment and implementation.

I'll be watching you! Follow-through

The interactive manager must acquire an understanding of the subordinates and the communication skills to facilitate the building of a mutual trust relationship. This provides both an opportunity and a threat for many managers, because it requires them to be more open and complete as people in their own role as managers.

Define the Problem. Once a strong trust bond has been established with subordinates (or even while building the trust bond), the interactive manager deepens the relationship by becoming totally involved in the problem-solving process with the employees. It is mutually determined what exactly the current situation is like for the employees. What are their personal and task goals? What are subordinates currently doing to solve their problems or satisfy their needs? This diagnostic activity relies very heavily on effective information sharing and information-gathering skills, as well as a keen understanding on the part of the manager of the "style" differences among employees.

The interactive manager determines whether the subordinate is fully satisfied with their relationship and working procedures. The employee is urged to crystallize personal goals and objectives and to match them with the company's objectives to determine if the current relationship is the most efficient and effective method of achieving the desired results for both. This situational analysis leads to the conclusive question: Can another plan of action be more productive in helping the employee and the company achieve mutual goals and objectives?

Develop New Action Plans. Together, both the interactive manager and the employee begin planning new courses of action. The major role of the supervisor is to ask the proper questions in order to help the subordinate solve her own problems. The supervisor "actively" listens to the employee and helps direct the process toward the realization of both personal and professional goals and company objectives. Hopefully, the newly derived action plan will be mutually beneficial. However, it is important to remember that the interactive manager acts as a guide and not as a controller, manipulator, or persuader. If the employee is allowed to "discover" the solution for herself, it will have more personal meaning and value. Hence, it is more likely to be implemented -- enthusiastically.

Commitment and Implementation. The commitment process in interactive management centers on "when," not "if." If subordinates are allowed to have a major role in determining goals and objectives and to design a workable plan to optimize those desired results, they become personally committed to the implementation of the plan. The manager's role is to ask the employee to commit to her own plan at some specific point in time.

Follow-Through. In step 4 of interactive management, "Commitment and Implementation," the supervisor asked the subordinate to make a commitment to the new action plan. In step 5, the supervisor makes a commitment to the employee. The supervisor must assume the responsibility and the challenge to maintain the relationship after the agreement has formally been made. The supervisor must constantly seek feedback from the subordinate to monitor the situation and the results. The supervisor must react to situations before they become problems rather than waiting for something to happen that requires "fixing up." In the final analysis, it is follow-through that determines the future relationship with an employee. The interactive manager develops a thorough follow-through strategy for each employee that firmly cements their long-term professional and personal relationship. The follow-through is a sensitive, constructive process as opposed to the traditional suspicious overseer's approach.

These steps of Interactive Management, which are covered in detail in the last part of this book, are transformed into action through the use of specific skills that are covered in the first two parts. Part I, "Understanding People," explores the unique differences in how people learn, interact with others, and make decisions. Part II, "Interactive Communication Skills," covers in detail the verbal, vocal, and observable communication processes. Let's look a little closer at these two crucial parts and how their chapters unfold.

UNDERSTANDING PEOPLE

Learning How to Learn. Successful managers today can be distinguished, not so much by their particular knowledge or skills, but by their ability to adapt and master changing job and career demands. All of us have unique ways of learning with both strong and weak points. It is important for managers to be aware of their own and subordinates' learning styles and the alternatives made available. Personal and team development can then proceed in the most efficient and effective manner.

Doing Unto Others. People with different behavioral styles inherently create tension between themselves simply by being near each other. As this tension increases, the probability of their establishing a trust bond decreases. In order to increase the chances of establishing trust with others, you must be able to keep tension at a minimum level. This requires knowing how to identify the different behavioral styles and how to relate to each style effectively and productively. In order to relate effectively and differentially, the interactive manager must (1) learn about the behavioral characteristics of each behavioral style, (2) be able to identify the behavioral style of the person with whom he or she is dealing, and (3) acquire skills in behavioral flexibility in order to treat people the way they want to be treated.

Deciding How to Decide. Different people perceive and process information in different ways. The interactive manager must be able to perceive these differences and adapt to them in order to utilize employees' abilities most effectively. It is important to have methods for assessing your own and others' decision styles and to know how to apply this knowledge in fruitful information exchange for effective goal setting, decision making, and implementation.

Analyzing Transactional Styles. In transactional analysis (TA), the emphasis is on examining manager-subordinate styles of relating. Our focus on TA is to introduce supervisors to a simple and effective technique for improving their understanding of how and why people relate to others as they do. This should lead to an increased effectiveness in interpersonal communications, which will aid the supervisor in securing genuine cooperation and respect from subordinates.

INTERACTIVE COMMUNICATION SKILLS

The Art of Questioning. This chapter covers the various types of questions, when to use them, how to use them, and with whom to use them; the art of getting the other person to "open up"; and how to ask the proper questions to allow subordinates to discover things for themselves.

The Power of Listening. This type of listening involves hearing your employee's words, processing that information in your mind, and using that information to help structure your relationship. It also involves verbally and nonverbally projecting to your subordinate that you are really listening. There are numerous learnable skills for "actively" listening to other people. This is one of the best ways to establish trust relationships with others.

Projecting the Appropriate Image. How you "come across" to others very often determines how they will treat you. If you project a good image -- professional, authoritative, knowledgeable, successful, enthusiastic, and so on -- your employees are much more likely to trust you, believe you, and accept your leadership and guidance. If your image is inappropriate, the opposite is likely to happen. This chapter explores various ways for you to project appropriate images of yourself to others.

Communicating through Voice Tones. When it comes to choosing between the meaning of what is said versus how it is said, people most often choose the latter. The same exact words said with a different vocal emphasis can have significantly different meanings. Effective communication requires an awareness not only of the way you say things but also of the vocal intonations of your employees in order to gather more information, meaning, and feeling from the words spoken.

Using Body Language Effectively. This is regarded by many experts as the most important element of nonverbal communication, if not the most important factor of communication in general. You not only receive positive and negative vibrations from others in the form of body language; you also send them. Therefore, an important communication aspect of interactive management is an awareness of the silent messages you send to your subordinates and of the body language they project to you.

Spatial Arrangements Say Things. The way we use time, space, and things "says" things to other people. When people are kept waiting or you don't have enough time to spend with them, negative feelings are created. When you intrude too closely on your subordinates' personal space or territory, you'll notice that they become uncomfortable and uneasy. Space violations of this nature can block the trust-building and communication processes without your ever knowing why. The nature of your relationship may also be affected by your use of things to communicate, consciously or unconsciously, relative status and images.

Making Sure with Feedback. Feedback is necessary to verify that you understand exactly what others are communicating to you. More subtly, feedback is a way of showing sensitivity to the nonverbal messages that your employees are communicating to you.

CONSTRUCTIVE MANIPULATION

Manipulation is a nasty word to most of us; yet if it is looked at in a constructive way, it is an integral part of interactive management. Actually, we all try to control the attitudes and behavior of others, and they are working just as hard to manipulate us. We start trying to manipulate others in infancy and continue until death. Those of us who are managers, supervisors, or teachers are paid to be manipulators. Rather than try to deny reality, let's take a closer look at the process. If we substitute the word lead, motivate, manage, or some other polite name, it may make the idea more palatable. Better yet, look at manipulation with respect to its outcome. If the outcome is destructive, manipulation will cause resentment, anger, and defensive reactions. On the other hand, if the outcome is constructive and helps others to obtain their objectives, it produces mutual respect and trust. For example, threatening someone is a manipulative technique that does not work. But positive reinforcement, another manipulative technique, does work, because it builds the other person's self-esteem. It's not necessarily what you do that counts; it's how you do it!

Parenting, teaching, counseling, and managing are all manipulative roles in which we try to get others to do what they "ought" to do. Constructive manipulation is often essential to helping people overcome self-defeating behaviors that interfere with effective performance or their own personal growth. Some of us are better at constructive manipulation than others. Some ground rules that may help follow.

1. Modeling. -- Perhaps the most powerful method of manipulating is your personal example. If you obey rules and set high standards for yourself, your employees will take the lead from you.

2. Give feedback. -- Keep your door open. Encourage employees to talk to you about their problems. Listen. Then give employees as much information as you can. Also provide information about competition, productivity, costs, and other factors that affect their jobs. Most importantly, give feedback on good job performance. This can be as simple as a comment of "Good work" or a notice on the bulletin board.

3. Confront. -- Explain to employees why mistakes or poor performance are important and costly to the company. This kind of feedback, given in a understanding way, is essential if problems are to be solved and avoided in the future.

4. Value others. -- Although employees may have hang-ups and problems you don't have, remember that they do have the same human needs you do -- to be accepted and to feel valued and worthwhile, to themselves and others. Providing satisfaction of these needs for recognition is the cornerstone of building productive relationships.

5. Set high expectations. -- People do better with praise, encouragement, and expressed confidence than they do with humiliation, impatience, and indifference. A long list of studies have demonstrated that if we communicate our expectations that a person will do well, the outcome will probably be high performance, and vice versa. This concept of self-fulfilling prophecies is a powerful management tool. If employees are perceived as potentials rather than problems, possessing strengths rather than weaknesses, they will be more productive and grow to their capabilities.

6. Positive stroking. -- This is perhaps the most direct way of acknowledging the value of others. Positive strokes are compliments relating to the other person's behavior in a particular situation. Examples are: "You sure are a pleasure to work with" or "I really appreciate the tact you used in handling that angry customer."

WHAT TO EXPECT

The finest stroke you can give anyone is your active attention and listening without judging or criticizing what that person has to say. Also, people are willing to listen and take action on suggestions only when they trust the person who gives those suggestions. Consequently, the primary theme of this book is creating trust bonds leading to constructive positive relationships with others as a means to personal, professional, and organizational effectiveness. To do this, it is essential to understand ourselves and others, to be effective in communicating this understanding, and to be able to facilitate the achievement by others of mutually acceptable goals.

A major portion of this book focuses on helping you learn ways to build the trust bond. It explains tension-reducing communication techniques to foster mutual understanding and respect. Frameworks for diagnosing and understanding different personality styles are presented, so that you will know how to relate to different types of employees in the most effective ways. Finally, the interactive management process is explained as it applies to helping you achieve greater personal and organizational productivity through the effective management of others.

To sum up the philosophy of this book: We can be more effective managers by increasing both our understanding of others and our skills for communicating effectively in order to build more productive interpersonal relationships with employees. By becoming more interpersonally effective, we can make our employees and the organization more effective. Everybody can win!

Copyright © 1980 by L. Hunsaker and Anthony J. Alessandra

Most helpful customer reviews

0 of 0 people found the following review helpful.
Five Stars
By Debbie Parks
Best book ever saved my career.

4 of 4 people found the following review helpful.
The New Art Of Managing People Is Brilliant !
By Kathryn Lee Streater
Phil Hunsaker and Tony Alessandra Brilliantly update and connect the most vital skills, guidelines and communication techniques to empower, motivate and genuinely accomplish results with employees. The New Art Of Managing People especially outlines the road map to developing, assessing and creating long lasting rewards. This important book comes at a time when communication and management skills are more critical than ever before...when employees want to be part of a thriving team and feel the energy of knowing they have helped in accomplishing company goals and agenda.
Lee Streater,M.Ed., Chief: iEngineerMedia, Memphis, TN.

2 of 2 people found the following review helpful.
Comprehensive
By David Corbin
With so many management books out there, it's hard to know which one has evidence behind its claims and teachings. This one does. Drs. Alessandra and Hunsaker offer up ideas and strategies that are easily put to use. There are some that we've used and others that we will- when the opportunity presents. This should be required reading in all corporate and university curricula.

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