A debut guide offers management advice from a successful small-business owner.
This short yet substantive book presents a compelling case for focusing on company culture rather than monetary compensation. Botma, who built and runs a financial brokerage firm, writes passionately about his belief that employee motivation is based not on the size of the paycheck but on three fundamentals: freedom, affirmation, and purpose. He begins by discussing the “mindset shift” he went through when a valued employee resigned. By evaluating the loss, he realized “I hadn’t formally created a purpose, defined it, and woven it into my business.” The remainder of the manual dissects the three fundamentals; each is covered in a chapter with relevant examples and a few select references to other sources. At the end of each chapter, the author includes “Rebuttal,” in which he anticipates and addresses objections (a nice technique to quell uncertainty about adopting his ideas); “Key Takeaways,” a bulleted summary of the section’s content; and “My Intentional Actions,” blank lines to be filled in by readers. The text is largely based on Botma’s experience managing his own business, but he also uses the lessons he learned to counsel others. For example, he demonstrates ways in which he enabled employee freedom, such as taking his staff to a spring training major league baseball game on a workday. (The author’s company is located in Arizona, where some teams hold spring training.) Botma was confident his employees would get their work done despite the outing. He concludes: “When you don’t trust your employees, you are stuck either doing everything yourself or micromanaging everyone around you.” In writing about affirmations, the author wisely distinguishes between positive and negative messages conveyed by management, offering a useful nine-step implementation process. He writes that using affirmations correctly can change an employee’s attitude “from confidence killer to killer confidence.” Perhaps most important, Botma asserts, is providing employees with a “unified purpose” for their efforts. (Purpose is an important theme in the powerful book.) The final chapter neatly ties the three fundamentals together.
Well-crafted and heartfelt management tips; a dose of humanity particularly appropriate for driven entrepreneurs.
Privately published by Strunk of Cornell in 1918 and revised by his student E. B. White in 1959, that "little book" is back again with more White updatings.
Stricter than, say, Bergen Evans or W3 ("disinterested" means impartial — period), Strunk is in the last analysis (whoops — "A bankrupt expression") a unique guide (which means "without like or equal").
This early reader is an excellent introduction to the March on Washington in 1963 and the important role in the march played by Martin Luther King Jr. Ruffin gives the book a good, dramatic start: “August 28, 1963. It is a hot summer day in Washington, D.C. More than 250,00 people are pouring into the city.” They have come to protest the treatment of African-Americans here in the US. With stirring original artwork mixed with photographs of the events (and the segregationist policies in the South, such as separate drinking fountains and entrances to public buildings), Ruffin writes of how an end to slavery didn’t mark true equality and that these rights had to be fought for—through marches and sit-ins and words, particularly those of Dr. King, and particularly on that fateful day in Washington. Within a year the Civil Rights Act of 1964 had been passed: “It does not change everything. But it is a beginning.” Lots of visual cues will help new readers through the fairly simple text, but it is the power of the story that will keep them turning the pages. (Easy reader. 6-8)