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Wolf Story is wonderfully written and captivating to young children. Every year I can not wait to read the book. I find myself anxious to share the next chapter.
When my own children have children, Wolf Story will be the book that I can share with them. I strongly recommend this book to every child and to every adult who enjoys reading to their children at bedtime.
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"I have been teaching yoga to people of all ages for over 25 years. One of the most common reasons people begin a yoga class is to get rid of their aches and pains. I can say with complete confidence that of all the books I've read on therapeutic exercise for back and neck pain relief, Dr. Schatz book offers by far the most effective, individualized approach to a healthy back.
Back Care Basics goes beyond generic exercises and takes into account each person's special circumstances. It is a lifesaver for people caught in the viscious cycle of pain and fear. I have referred to it countless times creating yoga based exercise programs for people in chronic pain. In fact, almost my entire copy is highlighted or underlined!
If you or someone you love is suffering from back or neck pain, I encourage you to educate yourself by reading this book. I also hope that other health professionals working with people with back problems--chiropractors, massage and physical therapists, acupuncturists,etc., will read this book and leave it in their waiting room. Chiropractors tell me that patients who are practicing yoga rarely have acute back pain and their adjustments hold longer. People with back and neck problems benefit more from other therapies if they practice the gentle yoga program taught in Back Care Basics.
Her diagnostic tests allow you to immediately identify your problem areas. The recommended exercises are clearly illustrated. You get exercises that are custom-made for your body.
Of course, the magic happens when you actually do the exercises. I saw remarkable results in my posture the very first day I started doing the exercises. The neck and shoulder tightness has also improved.
Dr. Schatz is an expert in this area, and this is not designed as "quick fix." This is a sound program to be followed over time. However, I must admit I was astounded at the speed at which I saw improvement.
If you have any back or neck pain, or poor posture, you absolutely must get this book. It will improve your health dramatically. Thank you, Dr. Schatz for this magnificent book.
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Slim's memoirs, first published in 1956 while he was serving as Governor General of Australia, begin with his assignment to command the 1st Burma Corps during it's desperate fighting retreat from Burma into India in 1942 after the Japanese captured Rangoon. Then later, as chief of the 14th Indian Army, he oversees the regrouping and rebuilding of the force that finally decimates the Japanese invaders at Imphal in northern India, and subsequently chases the fleeing enemy back south through Burma.
One of Slim's most notable characteristics is his evident lack of an overbearing ego. Several times in his book, he makes reference to his mistakes, errors in planning or judgement, and his deficiencies as a military commander. (Imagine that other famous British Field-Marshal of the war, the prima donna Montgomery, admitting such!) Much to his credit, Slim apparently learned hard lessons as he went along, and emerged as the better man and general for it. This, combined with his great concern for his men's morale, health, training and supply, justifies the high regard in which he was held by "rankers" such as Fraser. Churchill was wrong when he remarked, "I cannot believe that a man with a name like Slim can be much good."
The author's history of the Burma war is comprehensive - perhaps excessively so for the casual reader such as myself. His narrative includes the movement of troops as far down as battalion level, which is way more than I needed to know. Because of this, I might have awarded 4 stars instead of 5 had I been less mindful of the contribution Slim's memoir makes to the history of an almost forgotten theater of the global conflict. A keener student of the Burma campaigns is certain to appreciate these details more than I did.
Finally, there is the Field-Marshal's dry British wit, which shows all too infrequently. For example, when discussing his opposite number in the Japanese Army, Lieutenant General Kawabe, Slim writes:
"I did, however, manage to get a photograph alleged to be that of Kawabe. It showed what might have been a typical western caricature of a Japanese; the bullet head, the thick glasses, and prominent teeth were all there... When I needed cheering I looked at it and assured myself that, whichever of us was the cleverer general, even I was, at any rate, the better looking."
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Many people in an organization focus on managing the boss rather than doing their own job. What better way to manage the boss than to constantly seek her/his guidance on everything? Then, the boss can be flattered that you want his/her help, and will also take the blame if anything goes wrong. Insecure bosses like to be involved, so that fewer "errors" occur.
This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task.
The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling!
This book gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them.
If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more.
Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise.
This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task.
The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling!
This book gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them.
If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more.
Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise.