In Loving What Is , bestselling author Byron Katie introduced thousands of people to her simple and profound method of finding happiness through questioning the mind. Now, I Need Your Love — Is That True? examines a universal, age-old source of anxiety: our relationships with others. In this groundbreaking book, Katie helps you question everything you have been taught to do to gain love and approval. In doing this, you discover how to find genuine love and connection. The usual advice offered in self-help books and reinforced by our culture advocates a stressful, all-consuming quest for love and approval. We are advised to learn self-marketing and manipulative skills—how to attract, impress, seduce, and often pretend to be something we aren’t. This approach doesn’t work. It leaves millions of walking wounded—those who, having failed to find love or appreciation, blame themselves and conclude that they are unworthy of love. I Need Your Love — Is That True? helps you illuminate every area in your life where you seem to lack what you long for most—the love of your spouse, the respect of your child, a lover’s tenderness, or the esteem of your boss. Through its penetrating inquiry, you will quickly discover the falseness of the accepted ways of seeking love and approval, and also of the mythology that equates love with need. Using the method in this book, you will inquire into painful beliefs that you’ve based your whole life on—and be delighted to see them evaporate. Katie shows you how unraveling the knots in the search for love, approval, and appreciation brings real love and puts you in charge of your own happiness. “Everyone agrees that love is wonderful, except when it’s terrible. People spend their whole lives tantalized by love—seeking it, trying to hold on to it, or trying to get over it. Not far behind love, as major preoccupations, come approval and appreciation. From childhood on, most people spend much of their energy in a relentless pursuit of these things, trying out different methods to be noticed, to please, to impress, and to win other people’s love, thinking that’s just the way life is. This effort can become so constant and unquestioned that we barely notice it anymore. This book takes a close look at what works and what doesn’t in the quest for love and approval. It will help you find a way to be happier in love and more effective in all your relationships. What you learn here will bring fulfillment to all kinds of relationships, including romantic love, dating, marriage, work, and friendship.” —Byron Katie From the Hardcover edition.

Price: $11.99 USD

Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these h

Price: $21.99 USD

Praise for Mastering the Complex Sale "Jeff Thull's process plays a key role in helping companies and their customers cross the chasm with disruptive innovations and succeed with game-changing initiatives." —Geoffrey A. Moore, author of Crossing the Chasm and Dealing with Darwin "This is the first book that lays out a solid method for selling cross-company, cross-border, even cross-culturally where you have multiple decision makers with multiple agendas. This is far more than a 'selling process'—it is a survival guide—a truly outstanding approach to bringing all the pieces of the puzzle together." —Ed Daniels, EVP, Shell Global Solutions Downstream, President, CRI/Criterion, Inc. " Mastering the Complex Sale brilliantly sets up value from the customer's perspective. A must-read for all those who are managing multinational business teams in a complex and highly competitive environment." —Samik Mukherjee, Vice President, Onshore Business, Technip "Customers need to know the value they will receive and how they will receive it. Thull's insights into the complex sale and how to clarify and quantify this value are remarkable— Mastering the Complex Sale will be required reading for years to come!" —Lee Tschanz, Vice President, North American Sales, Rockwell Automation "Jeff Thull is winning the war against commoditization. In his world, value trumps price and commoditization isn't a given, it's a choice. This is a proven alternative to the price-driven sale. We've spoken to his clients. This stuff really works, folks." —Dave Stein, CEO and Founder, ES Research Group, Inc. "Our business depends on delivering breakthrough thinking to our executive clients. Jeff Thull has significantly redefined sales and marketing strategies that clearly connect to our global audience. Read it, act on it, and take your results to exceptional levels." —Sven Kroneberg, President, Seminarium Internacional "Jeff's main thesis—that professional customer guidance is the key to success—rings true in every global market today. Mastering the Complex Sale is the essential read for any organization looking to transform their business for long-term, value-driven growth." —Jon T. Lindekugel, President, 3M Health Information Systems, Inc. "Jeff Thull has re-engineered the conventional sales process to create predictable and profitable growth in today's competitive marketplace. It's no longer about selling; it's about guiding quality decisions and creating collaborative value. This is one of those rare books that will make a difference." —Carol Pudnos, Executive director, Healthcare Industry, Dow Corning Corporation

Price: $24.95 USD

Landscape architect Lake Douglas employs written accounts, archival data, historic photographs, lithographs, maps, and city planning documentsùmany of which have never been published until nowùto explore public and private outdoor spaces in New Orleans and those who shaped them. The result, Public Spaces, Private Gardens: A History of Designed Landscapes in New Orleans, is the first in-depth examination of the cityÆs landscape history. Douglas presents this ôbeautiful and imposingö city as a work of art crafted by numerous influences. A survey from the colonial period to the twentieth century finds that geography, climate, and, above all, the multicultural character of the cityÆs residents have made New Orleans unique in American landscape design history. French and Spanish settlers, Africans and Native Americans, as well as immigrants from Germany, Ireland, Italy, and other parts of the world all participated in creating this communityÆs unique public and private landscapes. Landmarks such as Congo Square, Audubon Park, the river levees, ôneutral groundsöùlocal residentsÆ own term for mediansùtogether with ordinary residential gardens are all testaments to the cityÆs international imprint. Douglas identifies five different types of public and private designed landscapes: squares, linear open spaces, urban parks, commercial pleasure gardens, and domestic gardens. Each has its own character, and all represent influences of those who occupied them. Discussing these types from perspectives of design, function, and content, he shows how local examples contribute to the cityÆs unique character as well as fit within the larger context of the history of designed landscapes in America. While in New Orleans many have been stratified in arenas such as language, cultural identity, economics, and race, New Orleanians found common ground, literally, in their communityÆs both public and private landscapes. DouglasÆs sweeping study, illustrated with over 90 color and black-and-white images, includes an exploration of archival horticultural books, almanacs, and periodicals; information about laborers who actually built landscapes; details of horticultural commerce, services, and marketing materials; and an exhaustive inventory of plants grown in New Orleans for agricultural, medicinal, and ornamental uses. Public Spaces, Private Gardens, an informative stroll through the last two hundred years of the designed landscapes and horticultural past of New Orleans, offers a fresh look at the cultural landscape of one of AmericaÆs most interesting and historic cities.

Price: $29.95 USD

How much should top management really care about IT? That’s the question Adam Kolawa bluntly poses in this feisty and compelling book. “The Next Leap in Productivity” goes far beyond traditional business books written for the CIO community. It tackles crucial issues such as productivity, efficiency and quality management. It makes the case for applying the principles of Deming and Juran to software development. Then it takes a “leap,” arguing that huge potential increases in IT productivity can lead to enormous increases in enterprise productivity. In this sense, “The Next Leap in Productivity” is a truly visionary book. Software vendors and CIOs who read this book will discover a software development process that is transparent, practical and efficient. Non-technical C-level executives (CEOs, CFOs, COOs, etc.) will discover a blueprint for improving corporate productivity and dramatically reducing operating costs. For the past decade, CIOs have been urged, coaxed, counseled and exhorted to act more like CEOs, CFOs, COOs and other C-level executives. This book suggests that it’s time for CEOs, CFOs, COOs and other C-level executives to start acting more like CIOs. “The Next Leap in Productivity” will appeal to anyone involved in buying, selling, developing or using IT. Advance Praise for “The Next Leap in Productivity” “Adam’s book is a challenge to all the top managers who’ve stopped caring about IT. His message is simple: If you really care about IT, you find ways to make IT more productive. The improvements you achieve in IT productivity can then be leveraged into huge leaps in productivity at the enterprise level. This book offers a roadmap for translating IT productivity into business profit. Adam’s argument is worth reading and worth considering as you formulate your IT strategies and plan your IT budgets.”-- Gary Beach, Publisher Emeritus, CIO magazine “Adam lays the groundwork for a common language that can be used to bridge the chasms between IT and other essential components of the business such as finance, product development, sales, marketing, distribution and customer service. Everyone who reads this book will learn valuable lessons that can be leveraged to improve returns on human capital investments at every level of the organization. Adam’s concepts have the potential to boost levels of confidence and performance throughout the enterprise.”-- Michael Minelli, Co-author, Partnering with the CIO “These kinds of productivity principles are not mere theory. When we put these same principles into effect, our productivity went up more than we had thought possible. And our employee morale went up, too. It became easier to write code the right way and harder to make stupid mistakes. This new way of creating software makes it possible for us to concentrate on what we really want to do here at Cisco, which

Price: $29.95 USD

Advance praise for The Hyper-Social Organization : "If you want to really understand what makes some online communities thrive while others shrivel and fade, you have come to the right place. Francois Gossieaux and Ed Moran understand just what makes us all so social—as customers, as employees, and as business partners—both online and off." -- David Rogers, executive director, Columbia Business School Center on Global Brand Leadership, author of The Network Is Your Customer " The Hyper-Social Organization is not simply a guide to navigate through the fundamental and far-reaching transformations of today caused by social media, but it also provides insight into how to optimize and profit from it." -- Mark Yolton, senior vice president, SAP "To the extent that we can be 'human' with what we know—and share it as freely as we possibly can—we'll go a long way toward fostering a deeper level of trust with consumers. The Hyper-Social Organization not only explains why that happens--it also provides a road map for how to embed it in all your customer-facing processes." -- Barry Judge, CMO, Best Buy "Rather than getting hung up on the 'media' side of social media, Gossieaux and Moran have figured out that the real killer app is the ability to create a 1:1 communication between your customers and your brand." -- Marty St. George, CMO, JetBlue "With this book's simple yet profound prescriptions for all parts of the organization, Francois Gossieaux and Ed Moran have distilled the chaos, excitement, and fear business is feeling from a world gone social into an elegant framework of understanding. (And I’m buying books for my whole tribe.)" -- Janet Swaysland, SVP of Social Media, Monster.com BE HYPER-SOCIAL. GET HYPER-SUCCESSFUL. Facebook. Twitter. YouTube. LinkedIn. Unless you're living in the Stone Age, it's hard to ignore all the social networking tools that have taken the world by storm. To keep up--and stay competitive--you need to rethink how your organization interacts with this brave new world. You need to stop marketing to consumers and start socializing with communities who know what they like and aren't afraid to share it. You need to understand the power of social media—and use it to your best advantage. You need The Hyper-Social Organization . Based on the famous "Tribalization of Business Study"--a wide-ranging annual survey conducted by Francois Gossieaux of Beeline Labs and Ed Moran of Deloitte--this is the definitive guide to using social media for organizational success. The book's surprising findings and in-depth interviews will challenge everything you know about corporate-consumer relations—starting with The 5 Steps to Being Hyper-Social: Forget technology—understand the four drivers of successful communities. Forget market segments and consumers—think tribes and humans. Forget company-centricity— th

Price: $29.95 USD

Boost sales results by zeroing in on the metrics that matter most. “Sales may be an art, but sales management is a science. Cracking the Sales Management Code reveals that science and gives practical steps to identify the metrics you must measure to manage toward success.”. —Arthur Dorfman, National Vice President, SAP. “ Cracking the Sales Management Code is a must-read for anyone who wants to bring his or her sales management team into the 21st century.”. —Mike Nathe, Senior Vice President, Essilor Laboratories of America. “The authors correctly assert that the proliferation of management reporting has created a false sense of control for sales executives. Real control is derived from clear direction to the field—and this book tells how do to that in an easy-to-understand, actionable manner.”. —Michael R. Jenkins, Signature Client Vice President, AT&T Global Enterprise Solutions. “There are things that can be managed in a sales force, and there are things that cannot. Too often sales management doesn’t see the difference. This book is invaluable because it reveals the manageable activities that actually drive sales results.”. —John Davis, Vice President, St. Jude Medical “ Cracking the Sales Management Code is one of the most important resources available on effective sales management. . . . It should be required reading for every sales leader.”. —Bob Kelly, Chairman, The Sales Management Association. “A must-read for managers who want to have a greater impact on sales force performance.”. —James Lattin, Robert A. Magowan Professor of Marketing, Graduate School of Business, Stanford University. “This book offers a solution to close the gap between sales processes and business results. It shows a new way to think critically about the strategies and tactics necessary to move a sales team from good to great!”. —Anita Abjornson, Sales Management Effectiveness, Abbott Laboratories. About the Book:. There are literally thousands of books on selling, coaching, and leadership, but what about the particulars of managing a sales force? Where are the frameworks, metrics, and best practices to help you succeed?. Based on extensive research into how world-class companies measure and manage their sales forces, Cracking the Sales Management Code is the first operating manual for sales management. In it you will discover: The five critical processes that drive sales performance; How to choose the right processes for your own team; The three levels of sales metrics you must collect; Which metrics you can “manage” and which ones you can’t; How to prioritize conflicting sales objectives; How to align seller activities with business results; How to use CRM to improve the impact of coaching. As Neil Rackham writes in the foreword: “There’s an acute shortage of good books on the specifics of sal

Price: $30.00 USD

In the eye-blink that has elapsed since the turn of the millennium, the lives of those of us who work with information have been utterly transformed. Pretty well all we need to know is on the web; if not today, then tomorrow. It's where we learn and play, shop and do business, keep up with old friends and meet new ones. What makes it possible for us to find the stuff we need to know? Search engines. Search engines - "web dragons" - are the portals through which we access society's treasure trove of information. How do they stack up against librarians, the gatekeepers over centuries past? What role will libraries play in a world whose information is ruled by the web? How is the web organized? Who controls its contents, and how do they do it? How do search engines work? How can web visibility be exploited by those who want to sell us their wares? What's coming tomorrow, and can we influence it? We are witnessing the dawn of a new era, starting right now - and this book shows you what it will look like and how it will change your world. Do you use search engines every day? Are you a developer or a librarian, helping others with their information needs? A researcher or journalist for whom the web has changed the very way you work? An online marketer or site designer, whose career exists because of the web? Whoever you are: if you care about information, this book will open your eyes - and make you blink. About the authors: Ian H. Witten is professor of computer science at the University of Waikato, where he directs the New Zealand Digital Library research project. He has published widely on digital libraries, machine learning, text compression, hypertext, speech synthesis and signal processing, and computer typography. A fellow of the ACM, he has written several books, including How to Build a Digital Library (2002) and Data Mining (2005), both from Morgan Kaufmann. Marco Gori is professor of computer science at the University of Siena, where he leads the artificial intelligence research group. He is the Chairman of the Italian Chapter of the IEEE Computational Intelligence Society, a fellow of the IEEE and of the ECCAI, and former President of the Italian Association for Artificial Intelligence. Teresa Numerico teaches network theory and communication studies at the University of Rome 3, and is a researcher in Philosophy of Science at the University of Salerno. Previously she was employed as a business development and marketing manager for various media companies, including the Italian branch of Turner Broadcasting System (CNN and Cartoon Network). * Presents a critical view of the idea of funneling information access through a small handful of gateways and the notion of a centralized index--and the problems that may cause. * Provides promising approaches for addressing the problems, such as the personalization of web services. * Presented by authorities in the field of digital libraries

Price: $37.95 USD

Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these h

Price: $38.17 AUD