Ebook Free , by Stephanie Land

Ebook Free , by Stephanie Land

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, by Stephanie Land

Ebook Free , by Stephanie Land

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Product details

File Size: 660 KB

Print Length: 289 pages

Page Numbers Source ISBN: 0316505110

Publisher: Trapeze (January 24, 2019)

Publication Date: January 24, 2019

Language: English

ASIN: B07GDPGN96

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Amazon Best Sellers Rank:

#88,907 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

This book is terrible. Where do I start? This is basically a book of a woman complaining "woe is me", throwing herself a pity party. She blames everyone else for her problems and doesn't accept any responsibility for her terrible decisions. First of all, this book promised what it didn't deliver. From the Amazon description: "Maid explores the underbelly of upper-middle class America and the reality of what it's like to be in service to them." Nope. There is no glimpse at "upper-middle" class other than her judging her clients for being "sad" or "smoking cigarettes" when she smokes herself.Secondly, she doesn't provide a look into the poverty in America. She doesn't recognize herself coming from a place of privilege as a white, American woman. She was afforded opportunities that other marginalized groups may not have received. She describes some of her greatest "sacrifices" as being her daughter not being able to get "organic" milk on the WIC program and her daughter's only "organic" foods were Annie's macaroni and cheese. Really? There are many, many, many Americans that can barely afford groceries and would be thankful to have any milk or food for the week, much less being choosy about ensuring it was "organic". She seems to lament that she can't be a "stay at home mom" which the majority of Americans can't afford. The "stay at home mom" role is something that very few can afford. That isn't a mark of "poverty". Many families have both parents who work, that isn't something "special" or sympathy inducing. Then there is the accident in which she pulled off on the median of a highway and leaves her daughter in the car seat while she walks along the highway looking for a $5 doll. Then she refuses to accept any blame or her role in the accident. She complains about not getting paid to drive to the jobs she works....um....do any of us get paid for our commute?She then gets $4,000 back in a tax refund, which is annoying within itself, but then instead of saving the money and building her future, she buys herself a diamond ring? What?? Her daughter is suffering health consequences from black mold, yet she doesn't nothing about that...no, instead, she wants diamonds.She is so full of self-pity the book is hard to read. One of the most important components of a book is to have a likable main character in which the reader can sympathize with and roots for their success. I tried, but I couldn't make myself root for her. I can't believe this book made its way through an agent, editor and publishing house and became a featured book on Amazon. Did any of them read this first? Super disappointing.

Giving this any sort of bad review almost seems like it would be an act of spite, given the circumstances Stephanie Land is writing from - but still, for the first third of the book I really wasn't liking it, and I couldn't put my finger on why.But at about the halfway point, I realized I had been bait-and-switched - this is not a story of a "maid." It's the story of a working, poor, single mother, dealing with a variety of problems both self-inflicted and beyond her control who *happens* to be a maid. But that's a harder elevator pitch so I understood why "maid" became the focus. But I don't think that's really the book.When I changed my focus to the book I realized it actually was I appreciated it a lot more. At that point, I could look at this as a window to this life. Yes, Stephanie Land is often self-pitying and finds confrontation and judgement around every corner - but of course she would. Her relations with her daughter's father is not good, and she's unable to find a really solid boyfriend, because of course she can't. She wishes for a better life and probably misprioritizes things in the moment instead of thinking long-term, because of course she would.That's the hustle and grind of this life - everything is working against her. I don't believe that in every checkout line she went through she got a hard time from people standing behind her, or the checkout person - but I do believe that it felt that way to her. I don't necessarily think she was exploited by her employers quite as badly as she describes - but I'm sure she felt she was. When you're in this situation, everything is exaggerated and every bit of bad luck is magnified. That's an interesting book - harsh and hard - but interesting. Reading it in that lens made it successful in a different way then the title that had originally misdirected me.I had to go on unemployment once (well, I didn't have too - I was laid off, and it was my right), and it's like going into another mirror universe - society's respect you took for granted is suddenly upended. You're no longer seen as a responsible member of society who can be trusted to be self-reliant. You're a liar, a rube, a sap who can't write a resume. Everything becomes lowest common denominator - the assumption is you're a grifter who's trying to get one over, or an idiot who has to be talked too like a child. I could see very easily how someone in that situation long-term could quickly stop caring about honesty or integrity because the people on the other side assume the worst. I hated it, hated myself, and it was only six weeks.So *of course* Stephanie Land is defensive and self-pitying at times, because society is expecting her to be. That's the role the working poor play - we feel bad for them, toss them some baseball tickets now and then, and make sure they know we're better than they are.When I read her book THAT way, it all came into focus. This is not a book about a maid - it's the book about a life when the only job you can find is being a maid. In that way, it is valuable - because somebody needs to tell that story, and the only way to tell it is if you live it. Even Barbara Ehrenreich's famous "Nickel and Dimed" was sort of a grift - she just pretended for awhile. Great writing, but an act. Stephanie Land isn't acting, so the occasional self-pity and various poor decisions are all part of that real life. It's not that poor people have especially bad luck, it's that they can't easily recover from even sort of bad luck.So - don't look at the title and think it's a book about maids. Think of it as a look into the world of the working poor that most of us look past and hope we never encounter in our own lives. Nobody wants to hold up a line to deal with food stamps, and all the clowns who say "you're welcome" and act like food stamps are being lifted out of their own pockets, should hope and pray the situation never reverses.To digress on the subjects of maids. I was in a big hotel in Mobile, Alabama once and I was getting ice from the bucket or whatever I was doing, and I walked by the maid's station and the group was in a conference. It was probably a dozen African-American women doing their meeting before the day's shift - most of them were young in typical maid uniforms, but there were two older women in business casual leading the meeting. I realized (or at least assumed) that these two women had probably been on staff for years, working up through those ranks. This was their kingdom; I had to think, back in their neighborhoods, they controlled everything - who could get a job at this nice hotel, where it probably was a good place to work, taking calls from mothers trying to get their daughters that opportunity, no doubt laying down the false compliments amid the desperation. How would they choose? I thought of all the compromises they had to make to get to that level of responsibility - all the customers they had to put up with, the managers who probably disrespected them, the owners who looked past them, all to get to this morning meeting. I want to read that book.So I left a very good tip in the room when I left, for some woman I never saw. I think I did. I've told myself I did. I'm a nice guy so I'm sure I did. All white, middle-class Americans are very nice. We're happy to give you $10 tips and free baseball tickets. Just don't hold us up in the checkout line with your food stamps and your crying kid.

This just rubbed me the wrong way. I do think that it is of the greatest importance for people to learn more about what it is like to live in poverty and how one gets there. Happily, there are many excellent books that are relevant here: $2 a Day, Evicted, Both Hands Tied, and Ehrenreich’s book come quickly to mind. There are also a very, very good five-part podcast on poverty (co-produced by On the Media and some one else, probably in 2016), and a couple of sympathetic and illuminating books about payday lenders.I have read all of those books (and quite a few others), and would recommend any of them rather than Maid. Maid is not a terrible book. But neither is it a good one. I was often frustrated by what certainly seemed like obtuseness or lack of insight on the part of this author.

The description led me to believe that this book was going to be of the same genre of $2 a Day and other fine works. Not so. It is a story of a 29 year old woman who gets pregnant with a guy she hardly knows and then gets a job as a maid to support herself. She complains about the maid job, but chose it over working in a coffee shop. She also whines about her parents not helping her with her predicament. Well, she was brought up in privilege in the suburbs; what has she been doing since high school? No wonder her parents think it is high time she stand on her own two feet.She was not born to poverty, but blames the welfare system for keeping her poor and in her place. The book is a narrative on the author playing the victim. She also plays the domestic violence card, where the only violence that the man committed was punching out a window with anger. A bit of insurance fraud was added, too. A sham of a book. Don't waste your time or money on this.

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Free Download , by Annie Burrows

Free Download , by Annie Burrows

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Product details

File Size: 47196 KB

Print Length: 160 pages

Publisher: Harlequin / SB Creative (October 24, 2017)

Publication Date: October 24, 2017

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B076BQKR9C

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Amazon Best Sellers Rank:

#175,823 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

(Manga version)The artwork is lovely, but the original novel was significantly cut down to fit in the much shorter manga format. Unfortunately, what got cut was the lion’s share of characterization and humor. Read the novel instead.

Good short story

good

I love the relationship in this the story not the best but there were some feels

"Captain Corcoran's Hoyden Bride" is a sequel to Annie Burrows' historical "Devilish Lord, Mysterious Miss." The heroine Aimee is the virgin Lord Matthison wins but doesn't claim after a card game with her disreputable father. Aimee takes his money and flees to what she supposes to be a governess' position. Hungry and thinking Matthison is on her trail, she finds Captain Corcoran, a scarred naval hero who is really seeking a wife. Misunderstandings and mean spirited relatives are conquered by true love and they live Happily Ever After in this well-written regency fairy tale.Aimee and Septimus' story stands alone. There is no need to read the first book but I enjoyed the moment when I connected the two stories near the end of the book. Annie Burrows' books are always first published in the UK by Mills and Boon and are at times published out of sequence in the US. I found this book as a Kindle e-book and the first book of the two second-hand on Amazon. Burrows writes a clear narrative with strong supporting characters to make an enjoyable read.

Aimée Peters has run away from their lodgings after her father gambled her away in a card game. Seeing an advertisement about a position of governess, she applied, with falsified recommendation papers. Thanks to her very unusual upbringing, she does know some strange people like forgers. She really wants to become respectable, and being a governess will give her that at least, or so she thinks.But the situation she encounters in Yorkshire, is far different from what she expected. Her employer is not really looking for a governess, he needs a wife now he has suddenly gotten the title of Earl, and he has no intention of scouring the London balls to find one. Captain Corcoran has been at sea most of his life, working his way up to ship's captain, until he god badly hurt fighting the French. And now, being an Earl, he won't be allowed to go back to active duty. Now he has estates and tenants to look after. But he won't forget his loyal crew, who are thrown away by the politicians as they are no longer needed.Aimée doesn't understand at first that he is offering marriage, and thinks he is offering for a mistress. And as she did refuse that position more often in her past, she is intend on fleeing in the night. But she doesn't get very far, as her flight is noticed. As she hurt her ankle, there is no way she can leave that night to return to the posting inn, or even to London. But when the confusion is lifted, and she has time to think about the Captain's proposal, she is relieved. After all, he is handsome and rich, and she so longs for security.When her mother eloped with her father, her grandfather cut her off. Her parents took her all over Europe, from one city to the next, until their debts were too big to pay, and they needed to flee in the night. As a minor nobleman's son, her father refused to work for a living, but he was not so good at cheating with cards either, that they did not catch him at it.And so, a marriage of convenience is made between Aimée and Captain Corcoran, but it will not be in name only. And it seems to start of very well, until Septimus finds the fortune of money sown into her clothes. What is she hiding from him? Why doesn't she confide in him? He can't stay away from her at night, but he sure can ignore her by day, even when they move into the Earl's main residence, and have to deal with the Dowager Duchess and her daughter on a daily basis. At first Aimée is content, being the sort of wife he thinks he wants, but then she wants more. And what will happen when she is confronted with her past?I really enjoyed this book from the start. Aimée does not behave like it is expected from a staid governess or a gently raised girl; she was fun to read about. She is practical above all things, but she can also dream and is not afraid of much. The sailors who are Captain Corcoran's servants are great secondary characters, and provide a nice background. And then of course the Captain himself. Who is portrayed very lively, and has been burned badly by his first wife. This makes him very untrusting of Aimée's motives and jumping to the wrong conclusion very often. But Aimée takes it all in stride, and she holds her own against his accusations. I liked them together, both are not looking for love, but finding it nonetheless. Aimée has no idea how to run a household, but she is determined to learn. Unfortunately, the Dowager Duchess really hates her, and does her best to make her miserable.I had fun reading this book, and I do recommend it if you like a lighter writing style and your historical romances outside the ballrooms of the ton. I am looking forward to reading more of Annie's books.8 stars.© 2013 Reviews by AurianFull review on my blog, www.boeklogboek.blogspot.com

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Free Ebook Children's Bulletins: 52 Weeks Of Activities

Free Ebook Children's Bulletins: 52 Weeks Of Activities

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Children's Bulletins: 52 Weeks Of Activities

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Product details

Misc. Supplies: 55 pages

Publisher: Abingdon Press (December 1, 1992)

Language: English

ISBN-10: 0687065070

ISBN-13: 978-0687065073

Product Dimensions:

8.2 x 0.2 x 10.8 inches

Shipping Weight: 8 ounces

Average Customer Review:

Be the first to review this item

Amazon Best Sellers Rank:

#3,753,410 in Books (See Top 100 in Books)

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Product details

File Size: 433 KB

Print Length: 300 pages

Publisher: MedicalPearls Publishing, LLC (December 23, 2015)

Publication Date: December 23, 2015

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B019RC11J0

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Free Ebook Manager 3.0: A Millennial's Guide to Rewriting the Rules of Management, by Brad Karsh Courtney Templin

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Manager 3.0: A Millennial's Guide to Rewriting the Rules of Management, by Brad Karsh Courtney Templin

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Book Description

Millennials mean business, and they are shaking up the workplace as they enter management roles for the very first time. They are tearing down the corporate ladder, communicating on the fly, and bringing play to work. Millennials are creative,big thinkers, and they will change the face of leadership—IF they can bridge the gap between the hierarchical management style of senior executives and the casual, more collaborative approach of their peers. Manager 3.0 is the first-ever management guide for Millennials. They will master crucial skills such as dealing with difficult people, delivering constructive feedback, and making tough decisions—while gaining insight into the four generations in the workplace and how they can successfully bring out the best in each. Packed with interviews and examples from companies like Zappos, Groupon, Southwest Airlines, and Google, Manager 3.0 will help these new managers enhance their unique talents while developing an effective leadership style all their own.

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From the Back Cover

Manager 3.0 is the first-ever management guide written specifically for millennials. You will learn to master such crucial skills as dealing with difficult people, delivering constructive feedback, and making tough decisions—while gaining insight into the four generations in the workplace and how to successfully bring out the best in each. Packed with interviews and examples from companies like Zappos, Groupon, Southwest Airlines, and Google, Manager 3.0 will help new millennial managers enhance their unique talents while developing an effective leadership style all their own. Advance Praise for Manager 3.0: “At last, a management book targeted to the newest generation of leaders. Manager 3.0 by Brad Karsh and Courtney Templin is a reader-friendly reference that not only highlights unique challenges faced by millennials but also offers helpful support to new and aspiring leaders of this generation. Read it!” — Ken Blanchard, coauthor of The One Minute Manager® and Trust Works! “Hilarious stories, real-world anecdotes, and tactical advice. Manager 3.0 is a must-read for millennials or anyone responsible for coaching the next generation of leaders.” — Ali Velshi, CNN Anchor and Chief Business Correspondent “A guide for conquering the business world like Napoleon, written for the Napoleon Dynamite generation.” — Graham K. Douglas, Creative Director, Droga5 (2012 Forbes 30 Under 30) “I thought I knew millennials, but the unique way they’re shaking up management and tearing down the corporate ladder was eye opening. Our millennial managers will become better leaders thanks to Manager 3.0.” — Tony Weisman, CEO, Digitas-North America BRAD KARSH is President and Founder of JB Training Solutions, a company focused on helping professionals achieve more in their careers. A workplace and generational expert, he appears regularly on CNN and has been quoted in The New York Times, The Wall Street Journal, and dozens of others. COURTNEY TEMPLIN herself a millennial manager, is Chief Operating Officer at JB Training Solutions and sits on the board of the Chicago Society for Human Resource Management, where she leads the Emerging Leaders Initiative.

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Product details

Paperback: 240 pages

Publisher: AMACOM; First edition (June 19, 2013)

Language: English

ISBN-10: 9780814432891

ISBN-13: 978-0814432891

ASIN: 0814432891

Product Dimensions:

6 x 0.8 x 9 inches

Shipping Weight: 14.4 ounces (View shipping rates and policies)

Average Customer Review:

4.2 out of 5 stars

19 customer reviews

Amazon Best Sellers Rank:

#248,149 in Books (See Top 100 in Books)

The book introduces the idea that of all four generations currently participating in the workforce, neither generation is better or worse, they are “just different” and learning to understand these differences and leveraging each group’s assets can assist in working with them and leading them. The book sees an issue in preparing managers in that little to no direction or training is provided by employers to new managers and this book sheds some light on how to prepare, by understanding these differences to lead in today’s diverse workforce. It is important to begin this book review by providing the breakdown of the four different generations in today’s workforce and their list their assets and notable stereotypes as described by the authors:Millennials (born 1981 - 2000)o Assets: Hopeful, tech-savvy, fast paced, and collaborativeo Stereotype: Impatient, entitled, spoiled, and disrespectfulGeneration X (born 1965 - 1980)o Assets: Independent, creative, entrepreneurial, and pragmatico Stereotype: Slackers, wannabes, cold, and cynicalBaby Boomers (born 1946 - 1964)o Assets: Optimistic, competitive, and collaborativeo Stereotype: Egotistical, stuck in their ways, and power-hungry workaholicsTraditionalists (born 1928 - 1945)o Assets: Respectful, disciplined, and loyalo Stereotype: Close minded, rigid, inflexible, stubborn, and risk averseThe newest generation, the millennials, have fostered in a fundamental shift in how they do things – this shift was revealed to the authors when they conducted a series of interviews of recent college-graduate applicants. When asked to describe their roles in teamwork assignments during college (in the hopes of hiring leaders), applicant after applicant responded similarly – they were part of leaderless teams.The book states that this shift from an individualistic role to a collaborative one stems from the differences in the way millennials were brought up in a changed world. Further, intergenerational conflict also results because older generations are more experienced and wiser, but also because they have forgotten how difficult their switch was from academia to careers (after all, they too were once the young and rebellious generation that the older generations didn’t understand).Chapter 1 goes into more detail about each of the four generations, the way each was brought up, what motivates them, and how society, culture, and the world around them shaped them into who they are. As a result, the way they communicate, their expectations, and their perspectives all differ and cause conflict between other generations. The goal to understanding each of these differences as a manager goes a long way to better manage a team. Chapter 2 spends extra time defining millennials as “special” in that theirs is a sheltered, team-oriented, pressured, and confident generation constantly told they could be anything they wanted to be. The following table in the book describes some notable assets and liabilities of the millennial generation:Chapter 3 helps the millennial manager handle the shift from individual performance to team performance by first describing some of the differences that exist between the generations in the workplace and the perceptions developed as a result of these differences. Ultimately, the goal of this chapter is to help the millennial manager transition from what others can do for you (entitlement) to what you can do for others (action). Entitlement, equality, explanation, and partnership are viewpoints of the millennial generation. They are contrasted by the viewpoints of the older generations, which are duty, hierarchy, action, and ownership, respectively. These differing viewpoints have caused perceptions to be formed about millennials. Breaking through these perceptions is done by understanding why millennials are the way they are and what millennial managers can do to appreciate older generations’ perceptions of them. Only through understanding will a new manager be able to successfully and meaningfully manage groups of different generations.To understand why millennials are perceived as the entitled generation, the book shares several factors such as family wealth and the profound change in the age of today’s top business icons. The book explains that today’s millennials are part of the richest generation every known in the world’s history. This fact, has led to a decline of summer jobs that were typically held by teenagers in past generations. Instead of having to work those summer jobs, millennials can afford (thanks to very wealthy parents), to spend summers filled with activities (e.g., camps, sports, travel, etc.). The decline in summer jobs by millennials is suspected to be the reasoning behind the perception of entitlement which have lead millennials to underappreciate menial tasks (e.g., working on spreadsheets) at their entry level jobs compared to prior generations who did appreciate menial duties in lieu of physical or manual summer labor (e.g., flipping burgers, mowing lawns, etc.).Additionally, the rise of billionaires in their 20s such as the founders of Facebook, YouTube, Twitter, etc., is a staunch contrast to the business icons of earlier years. Coupled with this, the goals or aspirations to become a corporate icon in the old days required hard work and decades of experience achieve. This part of the book advises millennial managers not to underappreciate experience because it is still important and there is a lot to be gained from the older generations who have had to work their way up.Equality versus hierarchy is the second point of difference addressed in the book that the millennial manager must learn to appreciate. Contrary to the way things were growing up for the millennial in their home life, in sports, as well as at school where everyone was equal and that made things fair. In the workplace, things are different. There is a hierarchy to follow and everyone is not equal, and that’s totally fair too.The third point is explanation versus action. Contrary to the old days where “children were seen but not heard” millennials grew up in a world where parents were instructed to let their children partake in the decisions of the household. Therefore, it comes as no surprise that millennials want involvement in the bigger picture where decisions are made in the workplace. Additionally, because of the structure they were brought up in with playdates, sports, activities, and little to no free time with someone (parents, coaches, teachers, etc.) always telling them exactly what to do, it is understandable that in the workplace, they look up to their bosses to for guidance and clear instructions telling them exactly what and how to do it. Whereas obstacles become challenges taken for boomers and Xers and figuring out how to solve those challenges is viewed as a learning experience, millennials on the other hand, will not hesitate to just ask someone how to solve (or look up the solution on Google or Wikipedia).Partnership versus ownership is the final perception to dispel. Millennials tend to lean to a shared responsibility instead of taking ownership for ones actions and being accountable for the finished product required in the workplace. Breaking through this perception will help bridge generational gaps and assist to develop influential mangers.Chapter 4 tackles the management characteristics specific to millennials. Those characteristics include, but are not limited to collaboration, more technology, more fun, and work flexibility. Collaboration is a challenge for older generations as they are more accustomed to having a traditional leader and hierarchy. Finding a balance is crucial.More technology dovetails into flexibility which is important to the millennial manager who is less concerned about how the work is done, but rather more concerned about the finished product. With the available technology, there is more flexibility in working from anywhere at any time and this contrasts with the need to be constrained to the office and its typical work hours. Since Boomers and Xers didn’t have this type of flexibility when they were maturing in their careers, they struggle with trusting their employees with all the options now available. They are also accustomed with more face-to-face time, which makes it very difficult for them to understand how working from home is helpful. The millennial manager can assist to balance this disconnect and help the older generation understand how important both flexibility and sufficient face-to-face time are for their teams.Millennials value transparency over secrecy. For the most part, the perception is that millennials live their lives out on social media for the world to see - transparency. There’s a constant flow of information, which they see should be no different at work. They don’t understand why senior leaders are so secretive about decisions that will impact the organization. To millennials, the more that people know about the issues that the company is facing, then the more the people would be able to make better decisions to benefit the company as a whole.A casual and laid-back style from clothing to attitude is what millennials are known for. They believe that how you look or act matters less than getting the work done. As more and more millennials enter the workforce and take on management roles, we can begin to see a shift of acceptability of a more casual and laid-back atmosphere.Work and play will become more acceptable as well because this new generation is great and blending them together and making them almost inseparable. Contrary to older generations and the “all work and no play” mind set, “work hard, play hard” is the millennials’. Work styles will reflect a less formal and more sincere approach to doing business.Millennials are better able to balance their work and life. Contrary to the workaholic mentality of the boomers, and the independent style of Xers, millennials integrate work and life very well. Again, they see the flexibility that technology has allotted and leverage that to work smarter, not harder.Overall, the book stresses the importance for companies to engage in more versatility in order to not only to attract the very best talent but to retain them. This will require for them to educate themselves about what millennials want. This chapter provided those needs: collaborative, flexible, transparent, casual, and balanced workplaces.Chapter 5 describes all the ways that millennial managers are rewriting the rules of management of yesteryear. From redefining what the corporate ladder should look like (a lattice, not a ladder), to breaking through barriers (e.g., secrecy, acceptance, and diversity), to adding the flexibility ushered in by the technological advances of the time, which enable working where and when you want it. Last, but not least, the author throws in how millennials will rewrite the rules and integrate playing at work, because work should be fun.Chapter 6 introduces the seven letter acronym, C.O.N.N.E.C.T. with the subsequent chapters taking one of the seven themes of the acronym to provide a memorable training guide for the millennial manager. This acronym will allow the manager to make the connection to effective leadership by keeping your team engaged and high performing. C.O.N.N.E.C.T. stands for Communicate, Own it, Navigate, Negotiate, Engage, Collaborate, and Teach and the chapters that follow take each of these seven themes even further.Prior to going through each theme however, the book encourages the manger to prepare a motto for your team. The motto should be inspiring, insightful, daring, creative, visionary, and empathetic. The author shares his company’s motto, which he describes as the actions of being the exact opposite of nonchalant – CHALANT. Chalant is described as doing things with purpose, direction, passion, and energy going over and beyond for each other and for their clients by under promising and over delivering.The book introduces a unique goal-setting view described as a PUSH goal which is an evolved form of the well-known SMART (specific, measurable, attainable, relevant, and timely) goals. P.U.S.H. refers to Passionate, Urgent, Specific, and Hairy which as they are presented in the book will push you past mediocrity to excellence. The book is not saying that SMART goals aren’t relevant, only that they can tend to be emotionless and cold, however, with a little push, the goals can transform into passionate and purposeful goals.Once PUSH goals are achieved, the book recommends celebrating with your team in a fun, energizing, and exciting way which the book provide a couple of examples of how to celebrate. The concluding point in this section was to PUSH when it comes to your goals; continue challenging yourself and your team.Beginning with the first letter of the acronym, “C” for communication is crucial in management and must happen all the time (not just at yearly reviews) for the team’s benefit. Roles, responsibilities, expectations, and goals must be addressed regularly. Millennials are all about communication and feedback and it’s is needed in order to grow and develop your staff. Although it’s very difficult for most to conduct difficult conversations or deliver critical feedback, it is crucial to provide it to your employees for their own good. The book discusses ways to talk about difficult topics and how not to do it and why. The bottom line is that people want to know and providing feedback holds them accountable and challenges them to do things they didn’t even think they could do.The “O” in CONNECT, Ownership, is holding yourself accountable for what you do and how you do your job. This is a difficult pill to swallow for millennials due to their collaborative nature and their all-about-them or “special” upbringing. Criticism about millennials and ownership is that they see this as a shared responsibility or a consensus rather than holding themselves accountable. As a manager, however, you must have the responsibility for your team by both accepting blame for poor performance and by sharing credit for a job well done. Great leaders do not blame others, they look within; they are humble. The important key here is to look for ways to improve and discover how positive change can occur. This section of the book offers techniques on how millennial managers can hone in on this skill to truly own their management role.One particular technique that stood out for me, which sounds counter-intuitive, is to give employees more freedom to accept ownership, “You Step Back; They Step Up” because as the book explains, employees take on more ownership when they are offered the freedom to make their own decisions and in turn, make better decisions because they are more alert and connected – they have more skin in the game.The first “N” in CONNECT, Navigate, takes you into an unknown territory, which can be scary at times, but the book advises millennial managers to not fear it, but rather to embrace and seek it. This section encourages spending ample time of your schedule to manage your team rather than getting caught up in your own projects for your boss. This section also prepares you to have a response that will come from within during times of trouble in order to instill hope and inspiration. A great asset of millennials is that they want to be positive contributors to the world they live in. Therefore, according to the book, there is no doubt that millennial mangers will navigate into greatness.Chapter 10 tackles the “sticky” subject of negotiating (the second “N” in the acronym) adding that millennials tend to avoid it all together. Since negotiations happen all the time, this chapter not only stresses the importance of learning how to negotiate, but gives tools and techniques to the millennial manager on how to negotiate. Over time, the more you negotiate, the better you’ll get at it.The “E” in CONNECT, Engagement, is an area where millennial managers can shine because they know what younger workers want in their workplace, but emotional intelligence will be needed to succeed. According to a 2010 survey by the Pew Research Center, “nearly six-in-ten younger workers (57 percent) say it is not very likely or not likely at all that they will stay with their current employers for the remainder of their working lives” (location 3042 in Kindle version). Since it costs a lot of money to hire and train new employees, doing your part to keep your employees engaged will save your employer a lot of money. And speaking about money, statistics show that the younger worker seeks other things (e.g., fast-pace, fun, and challenging) more than they seek a bigger take home pay. This chapter shares ideas on engaging your employees by identifying the different drivers of engagement (i.e., recognition, career development, manager, strategy and mission, and job content). The book divides each of these drivers and shows examples of how engagement can be built by each driver. In the same chapter, recognition is explained in great detail and great examples (e.g., praise, flexibility, visibility, responsibility, autonomy, and appreciation) are provided to assist management with engaging their employees.The second “C” in CONNECT, Collaborate, is about getting the “right people on the bus” which is crucial for a collaborative environment. The book stressed how important it is to play on people’s strengths. The positive thing about this chapter is that millennials are all about teamwork and collaboration so this theme in the CONNECT model should come easier to millennial managers, but the chapter does provide tips and techniques on ways to help collaborate. It also spent some time discussing issues that might not come as easy to millennial managers like making the transition from collaboration to decision-making as well as the implementation of those said decisions. Additionally, millennial managers struggle with knowing when to draw a line between being friendly and being a friend to the peers that they manage.The book concludes the CONNECT model with the Teach theme. Teaching is not only for your subordinates, but for you as well. When everyone is a teacher and a student, then your company will propel forward because it will be filled with people that are constantly learning and growing. This chapter provides examples and resources (e.g., using stories, job shadowing, rotational programs, developing time management, writing, and communication skills, and after action reviews) to gain insightful skills necessary for teaching, which in turn help make everything you do an opportunity to teach. Other examples the chapter discusses to illustrate valuable teachable moments is instilling a culture of creativity and delegating as a manager. The book spends quite a bit of time explaining how and how not to delegate as well as to ensuring how to provide enough input prior to delegating projects and providing appropriate check-ins during the duration of projects to ensure they stay on course.The chapter titled “Leading When Things Get Sticky” describes the difficult situations encountered throughout the book (i.e., managing your peers, those older than you, and virtual teams), but then offers specific tips to assist the reader further prior to concluding the book. The ultimate goal of this chapter is to provide the millennial manager confidence in “sticky” situations. After all, they are an inevitable fact of life; the ways we respond to them will build character, challenge, and stretch managers into better leaders.In conclusion, this book was very informative and helpful. I learned that every generation is known for its rebellion which eventually, they grow out of. The guarantee is that each generation continues to carry their value system throughout their career. This book helps the reader CONNECT by appreciating how important it is to be open-minded and flexible with the generational differences and understand that no generation ever changed a prior generation. Every generation has done amazing things and there is a lot to learn from each one to make our workplaces, communities, and world better.

This is a really good book. I bought this book at the recommendation of my previous manager upon my promotion to management. Turns out I bought the wrong book, but I also put the bought the audiobook for this and it turns out that buying the wrong book was a good decision because this book has some great insights that I really appreciate. the book goes over several different things including the different generations of people dating back from Millennials to Generation X, Etc. It's a really good read, if you're looking for a good book on management this is a great book on management.

Love this book well! Well written, practical, relatable and applicable to different areas of leader.

A great insight into a generation that gets too much negative feedbackThis book gave me some interesting insights into generational differences from a positive point of viewI do wish that more generational difference literature discussed the very real role that cultural norms have in how people are raised.Most things that I have seen are very "western centric".

Great book, but Prime shipping is no longer guaranteed in 2 days so allow a t least a week for delivery.

***>>> "MANAGER 3.0 : A Millennial's Guide To Rewriting The Rules Of Management" is an essential toolkit to assist US with our need for Multi-Generational Collaboration & Management that is so necessary in the today's complex workplace that is being built with the blending of Traditionalists, Baby Boomers, Generation X, and Millennials, etc.!!!...Manager 3.0: A Millennial's Guide to Rewriting the Rules of Management***>>> Brad Karsh (@BradKarsh on Twitter) & Courtney Templin (@CourtneyTemplin on Twitter) in "MANAGER 3.0" have put together, in 14+ Chapters, 234+ Pages, a necessary Guide, which while it has ,as its major emphasis, Millennials, it has something for Everyone in today's complex workplace born between 1928 and 2000!!!...>>> Millennials mean business, and they are shaking up the workplace by bringing a new, refreshing and casual style, etc. to bridge the gap between current hierarchical / top-down management styles and to remind US of what WE used to be when WE first joined the workplace!!!...>>> However, with today's diversity, technology and global connections, etc., "MANAGER 3.0" & JB Training Solutions, through Team Brad Karsh & Courtney Templin, etc. will assist US as Multi-Generational Professionals achieve more in our careers today!!!...>>> A First Suggestion, Acquire "MANAGER 3.0"...NOW / TODAY...and learn how all of US as Organizations & Individuals, etc. can and will build and blend, Going Forward, a workplace that will be better for ALL of US!!!...>>> Michael.

Brad and Courtney deliver indispensable advice for Millennials entering the world of management. It is clear that the book was written by training and development specialists, as they map out the content in a way that is engaging and easy-to-follow. Their real life stories and examples help you to internalize the information without feeling over-burdened or preached to. I was pleasantly surprised by what a quick read this was. I don't generally like to read "career books" in my spare time, but this book really didn't feel that way. After reading "Manager 3.0," I have actionable strategies for communicating across generations. A truly energizing read! I highly recommend this book!

Had to buy it for a class. Pretty pedestrian and, honestly, only reminds me that social fixation is shifting from baby-boomers to millennials. A light read, with a few useful tools. An editor should have taken a second run at the text.

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