FO

M. D. Gray, author of "Smilosophy:Getting More Smileage Out of Life" wholeheartedly recommends this one. This book is an easy read and can be taken in small or large portions. The book is filled with quotations that brighten each chapter and author Michael Lynberg has a special way of conveying life changing truths.

This book will truly help everyone see that each day can be a masterpiece. "Make Each Day Your Masterpiece" is a must for any reader who wants more from life and living.

What a great little book! This small book is really a small masterpiece. Lots of wisdom is painted on the pages in an easy-to-read-format that includes anecdotes and quotes from the famous to the humble, including Abraham Lincoln and Mother Teresa. It is chock full of motivational sayings and inspirational messages. Perfect for anyone.

I find this book helpful. I read a chapter each night before bed. My days seem to go better. I showed it to a friend who now wants a copy so I plan to order another one as a xmas gift.
Each chapter reflects want I want to hear. I am on my second time through. I highly recommend this book to help you get your life on track.

Hesselbein and Cohen have assembled and brilliantly edited "enduring insights on leadership" from the Drucker Foundation's award-winning journal. What a superb selection of essays they offer! The Introduction by Hesselbein (all by itself) is well worth the cost of the book. As for the 37 individual essays, they are organized within seven Parts:

I. On Leaders and Leadership (eg Peter Drucker, Max DePree, and Herb Kelleher)

II. Leading Innovation and Transformation (eg Peter M. Senge, John P. Kotter, and Douglas K. Smith)

III. Leadership in the New Information Economy (eg Esther Dyson, Margaret Wheatley, and Kevin Kelly)

IV. Competitive Strategy in a Global Economy (eg Rosabeth Moss Kanter, Ann Winblad, and Keniche Ohmae)

V. Leading for High Performance (eg Steven R. Covey, Jim Collins, and Noel Tichy)

VI. Building Great Teams (eg Warren Bennis, Jon R. Katzenbach, and J. Richard Hackman)

VII. Leadership Across the Sectors (eg John W. Gardner, Regina Hetzlinger, and James E. Austin)

I know of no other single volume in which so many great business thinkers are represented by so many of their landmark essays. The editors are to be commended for the selections; also for the structure within which those selections are organized. This is "must reading" for leaders and, especially, for whose who aspire to be leaders.

"People in both in this country and around the world have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "This hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."

In this context, I summarized partially only four of the thirty-seven essays written by talented thinkers as follows:

I. Peter F. Drucker writes: "The three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:

1. Treat people differently, based on their strengths.

2. Set high standards, but give people the freedom and responsibility to do their job.

3. Performance review must be honest, exacting, and an integral part of the job.

4. People learn the most when teaching others.

5. Effective leaders earn respect-but they don't need to be liked.

II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations.

1. Timing is (almost) everything.

2. Anything is possible if you share the glory.

3. Trust, once broken, is seldom restored.

4. Leadership is about building connections.

5. Leaders learn from their mistakes.

6. Confidence-not just in oneself-counts.

7. Effective partnerships reqire devotion to one's partners.

8. Renewal comes from many sources.

9. Leaders must be talent brokers.

10. Language is one's most powerful tool.

III. Warren Bennis argues: "I belive that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:

1. At the heart of every Great Groups is a shared dream.

2. They manage conflict by abandoning individual egos to the pursuit of the dream.

3. They are protected from the "suits".

4. They have a real or invented enemy.

5. They view themselves as winning underdogs.

6. Members pay a personal price.

7. Great Groups make strong leaders.

8. Great Groups are the product of meticulous recruiting.

9. Great Groups are usually young.

10. Real artists ship.

IV. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.

1. Use a team for work that is better done by individuals.

2. Call the performing unit a team but really manage members as individuals.

3. Fall off the authority balance team.

4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.

5. Specify challenging team objectives, but skimp on organizational supports.

6. Assume that members already have all the skills they need to work well as a team.

Not only these essays, but all of the book as a whole is strongly recommended.

"People both in this country and around the world also have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "this hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."

In this context, I partially summarized only five of the thirty-seven essays written by thirty-seven talented thinkers.

I. Peter F. Drucker writes: "the three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:

1. Treat people differently, based on their strengths.

2. Set high standards, but give people the freedom and responsibility to do their job.

3. Performance review must be honest, exacting, and an integral part of the job.

4. People learn the most when teaching others.

5. Effective leaders earn respect-but they don't need to be liked.

II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations:

1. Timing is (almost) everything.

2. Anything is possible if you share the glory.

3. Trust, once broken, is seldom restored.

4. Leadership is about building connections.

5. Leaders learn from their mistakes.

6. Confidence-not just in oneself-counts.

7. Effective partnership require devotion to one's partners.

8. Renewal comes from many sources.

9. Leaders must be talent brokers.

10. Language is one's most powerful tool.

III. John P. Kotter argues: "No organization today-large or small, local or global-is immune to change. To cope with new technological, competitive, and demographic forces, leaders in every sector have sought to alter fundamentally the way their organizations do business. These change efforts have paraded under many banners-total quality management, reengineering, restructuring, mergers and acquisitions, turnarounds. Yet according to most assessments, few of these efforts accomplish their goals. Fewer than fifteen of the one hundred or more companies I have studied have successfully transformed themselves." Hence, he lists eight critical steps to transform your organization:

1. Establish a sense of urgency.

2. Form a powerful guiding coalition.

3. Create a vision.

4. Communicate the vision.

5. Empower others to act on the vision.

6. Plan for and create short-term wins.

7. Consolidate improvements and produce still more change.

8. Institutionalize new approaches.

IV. Warren Bennis argues: "I believe that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:

1. At the heart of every Great Group is a shared dream.

2. They manage conflict by abandoning individual egos to the pursuit of the dream.

3. They are protected from the "suits".

4. They have a real or invented enemy.

5. They view themselves as winning underdogs.

6. Members pay a personal price.

7. Great Groups make strong leaders.

8. Great Groups are the product of meticulous recruiting.

9. Great Groups are usually young.

10. Real artists ship.

V. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.

Mistake 1. Use a team for work that is better done by individuals.

Mistake 2. Call the performing unit a team but really manage members as individuals.

Mistake 3. Fall off the authority balance team.

Mistake 4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.

Mistake 5. Specify challenging team objectives, but skimp on organizational supports.

Mistake 6. Assume that members already have all the skills they need to work well as a team.

I highly recommend this excellent collection as a whole.

"Accidental Death of an Anarchist," by Dario Fo, is adapted by Gavin Richards from a translation by Gillian Hanna. The Methuen Modern Plays edition contains an introduction by Stuart Hood; Fo himself contributes an author's note and a postscript. The opening pages note that the original Italian edition had a copyright date of 1970. The author's note describes how the play was inspired by the death of an anarchist being held in police custody.

This outrageous comedy opens with a character known as the "Maniac" being brought to a police station. It's a very "metatheatrical" piece; Fo warps theatrical conventions and makes jokes in a way that reminds me a bit of Luigi Pirandello's "Six Characters in Search of an Author." There are some really funny scenes, but a very serious vein still runs throughout the piece.

Ultimately, this is a thought-provoking piece about truth. What is the true story, and how do you discover it? Fo's satiric wit explores police brutality as well as the relationships among the police, the media, and the political establishment. I recommend this piece by the Nobel Prize winning Fo to all with an interest in 20th century drama and/or political activism.

In the age we're living in today, this is the perfect satire of police departments. We always here in the news about some cop in some city getting caught framing someone innocent (or sometimes worse). Fo does a wonderful job of humorizing that situation. Some might call the play over-the-top, but they're just missing the humor of it all. I've read a lot of plays, and this is definitely one of the best modern plays out there. Everything about it screams "wit." The characters are great, and memorable too. If you have the chance to buy it, don't miss it!

I saw a small production of this play a few years ago in downtown Minneapolis and was most interested in what it had to say about police interrogation techniques. This is not a topic which I would expect to be popular now, as most emphasis has been shifted to deadly confrontations, and the only major death in this play is of a suspect who was hanging out of a police department window before he dropped to his death. In the history of people being pick up for interrogation, this might be as famous someplace in Italy as the Biko case in South Africa, where police in Port Elizabeth picked Biko up and slammed him against the wall because he was not cooperating fully in their investigation of his attitude toward law and order.

I thought that the theme of the play was that the police get overly zealous in trying to pin a crime on a particular person once the police have made up their collective minds who they think should have committed the crime, as the defense allegations in the famous O.J. murder case seemed well founded when the methods of the L.A.P.D. were subject to the scrutiny of attorneys who are aware of how these things are usually done. In the case of the actual event upon which the Accidental Death of the Anarchist was based, the police techniques were subject to an official investigation, and the play was written as on ongoing farce which kept Italy informed as more facts came to light. The play may be way beyond the Zen of any audience, but if people think that something about the nature of the police is revealed in it, I don't think that those people should be considered as paranoid as they ought to be. Anyone who loses sleep over this kind of thing hasn't adjusted well to modern society, so they can probably find a shrink to give them pills that will put them to sleep, but that is a different topic, but not much different, really.

I read Kaufman's book in a graduate class on assessment and intelligence testing. I still refer to it whenever I have unusual test scores with a WISC-III. It explains in a comprehensive and clear manner how a competent psychologist should interpret the WISC-III. It is worth every penny.

Nicely done! A good follow-up to his WISC-R book, this is an enjoyable, in-depth look at something most psychologists don't know enough about.

brilliant, incisive, surprisingly funny and readable. A must-hav

I have nothing to say about definitions of religion, or about the relative degree of the author's 'enlightenment'. What I will say is about this book. For the non-specialist, this is the best you can get for a NARRATIVE HISTORY of the development and spread of Buddhism. Forget the other esoteric references (which do indeed color the author's other books). THIS IS GOOD STRAIGHTUP HISTORY WRITING.

Buddhism is not a religion because it demands cultivation and realization. It is therefore essential to select only writings written by the enlightened; or one can be led astray. Master Nan has been a Buddhist practitioner almost all his life and is believed by many to have seen the path. This book reviews all the basic concepts in Hinayana and Mahayana Buddhism. Being written by someone who really knows, it is very different.

Like all Master Ma's books, it is a book that you would like to keep for your whole life and then pass onto you children. For those who are interested in this area, you will never regret owning this book.

CEOs and Board members, don't be fooled. This book is NOT just for donors - it's for YOU!

Here's the way I figure it: If a book advises donors on what to look for when "investing" in a NonProfit, doesn't it make sense that NonProfits use that same book to help make their organization worth investing in?

NonProfit leaders should think of this book as one of those magazine cover stories that says "What Men Should Look for in a Woman" (or vice versa!). As a woman, I'd sure want to know what men are being advised to look for! And as NonProfits seeking donors, we should all want to know what those donors are being advised to look for in a worthy NonProfit. That's why this book is such a valuable tool.

In my NonProfit consulting work, I've used the fundraising and marketing insights from Ms. Rafferty's chapters on donor motivation when creating marketing plans, because it forces a NonProfit to think like a donor. And the chapters on performing due diligence ("Ten Warning Signs: Where to Look for the Bodies") are a GREAT checklist for ensuring your organization's ducks are in a row.

Being a NonProfit author myself, my favorite compliment is when a reader says their copy of the book is all marked up - that the pages are dog-eared and the spine cracked from use. Well, my copy of Ms. Rafferty's book is not only yellow from highlighting, but the book automatically opens to the sections I love.

So do your NonProfit a favor - don't be fooled into thinking this book is only for donors. Buy it, incorporate its messages into your marketing and fund development efforts, and watch your organization flourish.

Most of us in this audience have spent years (and some, decades) on the inside of one nonprofit organization or another, wondering, "How can our organization attract more (or even more) charitable donations?"

We've established annual fund drives, grant-seeking programs, fielded special events, and maybe even launched planned giving programs. Some of us are in one stage or other of a capital campaign on the way toward meeting our six-, seven-, eight-, or even nine-figure goals.

Collectively, we've done a fantastic job. In 1997 alone, Americans gave us $143 billion, most of that in the form of direct gifts or bequests. We expend nearly $500 billion per year, control more than $800 billion in assets, employ nearly 11 percent of the American workforce, represent nearly eight percent of the American gross domestic product, and constitute 20 percent of the American service economy.

The money flows. Donors more or less leave us alone to spend it as we see fit and as long as we don't break some law or line our own pockets, things hum along nicely. As those of us who have been on the inside know, there is typically little or no investigation by most donors prior to the gift, much less once the gift has been made.

From our vantage point - on the inside looking out - all is well with the world. Few donors would think to ask hard questions before making a donation, much less to follow up on a donation to see that we've been wise stewards of it. That is why Renata J. Rafferty's new book, Don't Just Give It Away, How to Make the Most of Your Charitable Giving, is so startling. Written not by an outsider with an axe to grind, but by one of us, Rafferty turns things on their head by asking the public, "does it seem that $143 billion of 'social progress' was achieved through the activities of the charitable sector? How much of that $143 billion did you and your family contribute, and do you believe it was used as wisely as it could have been?"

Rafferty contends that while, in her more than 20 years in the charitable arena, she has "witnessed the integrity and industry of the men and women . . . who commit their lives - professionally and or as volunteers - to make this world a better place for all of us," she has also seen "waste and poor financial management that substantially eroded the value" of contributions. . . ."

"Like a leaking faucet that accumulates in wasted gallons," writes Rafferty, "minor misuses of each of our charitable investments add up. In fact, they amount to huge amounts of donated money annually that could have - and should have - been applied to programs and services for the community . . . but weren't. And that's why we don't see $143 billion worth of progress from our contributions."

Notice the shift by Rafferty from the industry insiders' perspective to that of the donors'? This is an insider breaking ranks, throwing open the door to the closet, and shining a bright light on, well, if not "skeletons," the family's closely-guarded secrets.

Every once in a while a book comes along which, though written with down-to-earth clarity and simplicity, carries within its covers a clarion call to reverse the flow of power and unsettle the status quo in an entire facet of society. This is that book.

Don't Just Give It Away teaches donors to conduct their giving "as thoughtfully and insightfully - and personally - as (they) approach . . . financial investing." She walks the reader through the process of defining philanthropic goals, finding a charity that fits those goals, performing due diligence on that charity, and tracking what the charity does with the gift after it's been given.

My favorite chapter - and one that poorly-run nonprofit organizations would do well to keep out of the hands of donors - is Chapter 9's "Ten Warning Signs: Where to Look for 'The Bodies.'" A sampling:

--You are discouraged or barred from a site visit or board meeting;

--Financial records are unavailable, unintelligible, or generally in disarray;

--There is no written strategic or business plan for the organization;

--Fewer than 70% of the board members have made a financial contribution to the organization within the last twelve months;

--And more.

It's occurred to me that one sign of a healthy organization is its enthusiasm in providing Rafferty's book to prospective and existing donors. An organization that is well managed and healthy will have nothing to fear, and perhaps much to gain, in educating its donors about such things. Indeed, arming donors with this kind of information - as simple as providing them a copy of this book - is one way to strengthen our nonprofit sector.

One thing the book is not is a "technique" book. Rafferty makes it clear she is not instructing donors on "how" to structure a gift - that's what attorneys and other advisors are for, she says - but on how to ensure that giving is done with maximum impact. I can imagine one pitfall is locating advisors who will understand, and add value to, the process described by Rafferty. The book is concise enough, though, that a donor might wish to provide a copy to any advisor assisting in the gift-making process.

Not surprisingly, Don't Just Give It Away has already attracted quite a few fans, including Paul Newman who, in the book's Foreword, writes: "I wish Don't Just Give It Away had been written years earlier - I could have used it. I'm delighted that it's here now and that I can share this book with friends, family, and colleagues who are searching for their own ways - more personal ways - to make this world a better place through wiser charitable giving." Newman should know. To date, his company, Newman's Own, has contributed over $100 million to charities worldwide from after-tax profits.

When compared with Terry Richey's The Marketer's Visual Toolkit, I rate Larry Raymond's book second best, in terms of business application possibilities.

Terry's many ideas are geared strictly towards the marketer, whilst Larry's ideas are geared towards the strategic planner - more so in the arena of Organizational Development (OD).

In terms of applications and examples, Terry's book is more wide ranging, although I must add that Larry's book has more depth in his treatment of the subject, from the strategic thinking and planning perspective.

The few examples given in Larry's book are also well illustrated for the businesss reader.

On the whole, Larry's book is still an excellent visual toolkit for the businessman.

For readers who are fascinated by visual tools in the field of business applications, I would recommend exploring Dr. Malcolm Craig's 'Thinking Visually' book. He illustrates with more than a dozen graphical templates f!or visualisation of complex information in business as well as in research.

Larry Raymond's book is a real eye-openner. He outlines, and then describes in sufficient detail, how to redesign even highly complex organizational structures and work processes in a single day. Immediately, upon reading the book, I spoke with then met with the author. I have applied his process with great success. END

This is a quite successful attempt to synthesize the history of the sole federal organization created to undertake research and development (R&D) in flight technology. The National Advisory Committee for Aeronautics (NACA) was established in 1915 in response to the rapid advancement in aeronautical technology in Europe and the need in the United States to duplicate and surpass that level of effort. The NACA was transformed into the National Aeronautics and Space Administration 1958 in the aftermath of the Sputnik crisis, and given a mandate to undertake R&D in space technology in addition to its aeronautics component. As a synthesis this work brings together what is known about the history of these organizations. It does not seek to advance basic knowledge but instead to ensure that what is presently known is captured in a single volume. In successfully doing so, Bilstein's work will become the standard work on the subject.

Roger Bilstein is one of the very best historians of air and space technology working today. He also has the ability to prepare exceptionally comprehensive, uniquely useful syntheses. His books--"Flight in America: From the Wrights to the Astronauts" (Johns Hopkins University Press, 1984, and several subsequent editions) and "The American Aerospace Industry: From Workshop to Global Enterprise" (Twayne Publishers, 1996)--are also standard introductory works on their subjects. Both books are the place to start with in any investigation of air and space activities. It is not easy to write satisfactory syntheses and Bilstein has a knack for it, as do no others working in aerospace historians. He demonstrates it well here.

"Testing Aircraft/Exploring Space" is the latest synthesis from Bilstein, and it bears all of the outstanding qualities of his earlier efforts mentioned above. He ranges broadly across his subject, exploring the history of the NACA and NASA since 1915. It is not an institutional history, however, emphasizing the research and development activities of these federal organizations rather the bureaucracy and the minutia of politics.

It is a terrific overview of a complex and important subject appearing at the time of the celebration of a century of flight since the Wright brothers.

Testing Aircraft, Exploring Space is a profusely illustrated history of the NACA and NASA institutions, and their contributions to aviation and space exploration science, research, human exploration and much, much more. Black-and- white photographs, meticulous detail, and an involving survey of both history and discovery, make Testing Aircraft, Exploring Space an absorbing and informative study of America's exploration of the true "final frontier".

While researching the town of Griffin for my own work, I was referred to Dr. Cashion's book by the curators of the Old Jail Art Center in Albany, TX. Not only is this book indispensible in any serious study of the town of Griffin, which was a hub of the cattle and buffalo trade in the mid-1800's (through which many notable western personas passed, such as John Selman -the killer of John Wesley Hardin, and the fabled poker queen Lottie Deno), it is also a fascinating account of the birth, life and eventual demise of a classic frontier boom town. Dr. Cashion's book, while also covering the whole of the Clear Fork Country (and also happily, its overlooked minority inhabitants), could almost be considered a biography of Ft. Griffin, if we can imagine the town itself as a personality. The book gives a fine description of the natural land as it was seen by its first inhabitants (and first European explorers), and goes on to describe the various elements (political, natural, social etc.) which led to the settling of the area. Griffin is treated with special interest, from its early beginnings as a military outpost, to its heyday as an outfitting and entertainment capital for buffalo hunters and later cattle outfits, to its oil days, and on through to its eventual decline. There are a great many interesting photographs, both of the land, of old surveying maps, and of the people who populated the area, white, black, and Indian. Of particular interest is the chapter `Just Plain Old Folks,' which records many of the daily doings, trials, and tribulations of the everyday citizens. Dr. Cashion writes with equal and obvious passion of the rawboned hunters and cattlemen, the violent sometimes gunmen like John Larn and Selman, who used both sides of the law to their own ends, the retired buffalo soldiers, just trying to make their living somewhere between the harsh trials of the land and the distrust of their white neighbors, and the women and children who found themselves living and working in lonely cabins far from the company of friends and neighbors. For this alone the book is worth it, but also worthy are the revisionist-minded attempts of the author to debunk the many stereotypes and outright falsehoods about the area which have passed as history for so long. Griffin the town is no more the blood-soaked, bullet-riddled Sodom of the west that it has sometimes been portrayed as in fiction and some history (an old biography of Doc Holliday comes to mind, and is once referred to by the author) than is any other myriad of western towns which has ever romantically laid claim to that misnomer. The stories of its people however, are no less interesting, and Dr. Cashion's book proves that. Highly recommended!

Well written! enjoyable to read. I had Dr. Cashion at Sam Houston State this fall. His class is great, it was a great learning expirience. The book is wonderful. Although I missed a couple of points about the book but that's ok.

We know children don't arrive with instruction manuals but this book comes close. By organizing children's learning styles as "lookers," "listeners," or "movers," Dr. Lauren Bradway and Ms. Hill have made it easier for parents, teachers and anyone involved with children, to not only encourage a child's innate gifts but also in building upon those gifts. When parents, professionals and educators accept a child's inherent qualities and personality and work with it a child's confidence is increased, paving a road of positive learning experiences. In response, a child will feel safer and more confident to undertake new and more challenging tasks.

As I was reading this book I learned that my own learning style since childhood has been a "listener" and reminisced how during my school years, I was often misunderstood and forced to learn in a way incompatible with my own style, which created stress for me. How I wish my parents and many of my educators had had access to this book back then. I've since developed and love the "mover," and "looker," sides of me, but how much simpler the whole process would have been if I had had the guidance as a child!

How to Maximize Your Child's Learning Ability is written in a thoughtful, explicit, well detailed and researched way. It is chock-full of useful information, clear case studies, toys, learning aids and recommendations, for the parents of children of all ages from preschoolers to teens.

I highly recommend this book for parents and teachers as well as for psychologists, psychotherapists and anyone who works with children. I will be using this book as an aid in family counseling and recommending it to my clients who have children. I have already bought several copies for the parents of our young nephews and nieces.

Ileana M. Sisson, M.S.

Balance-this is a key to happiness in life. And to find balance in the skills of Looking, Listening and Moving is crucial for our children as they navigate the masses of information they will encounter as they grow. Dr. Bradway's book How to Maximize Your Child's Learning Ability is an invaluable resource in helping children create balance in their lives. By first identifying the child's inherent skills and then reinforcing those less dominant abilities, our children can learn to observe, focus and take appropriate action. Thus they will be successful in learning and in life. Thank you Dr. Bradway for the volumes of resources your have culled and the inspiration you provide!

What a wonderful book this is! Dr. Lauren Bradway and Barbara Albers Hill do an excellent job of describing what "Looker", "Listener", and "Mover" children are. They also show parents how they can help their children become a more "balanced learner"!

I enjoyed reading the examples of each child's learning style, and was appreciative for the many informative checklists spread throughout the book. Parents can discover what kind of learning style their child has, and put to use the many wonderful suggestions provided throughout the book. These ideas will show parents how they can help their children develop their own style of learning.

My ParenTime recommends "How to Maximize Your Child's Learning Ability" -- it's informative, easy-to-read, and full of creative suggestions that parents can immediately put to use in their own families!