Meet Terrell Dougan's sister, Irene: a woman in her sixties who still believes in Santa Claus and the Easter Bunny--but who also enjoys playing those characters for the children at the local hospital; whose favorite outfit, which she'll sneak into whenever Terrell's back is turned, consists of Mickey Mouse kneesocks and shorts; who wins over the neighborhood kids by hosting two fire trucks at her lemonade stand; whose fridge bears a magnet: NORMAL PEOPLE WORRY ME. When Irene was born, her parents were advised to institutionalize her. They refused and instead became trailblazers in advocating for the rights of people with mental disabilities. The entire family benefited, with a life rich in stress, sorrows, hilarity, joy, and overwhelming kindness from strangers. Terrell has found that the only way to get through the difficult moments is to laugh--even in the most trying of times. In her moving, funny, and unforgettable memoir about life with Irene, Terrell Dougan shows that love, humor, and compassion are enough to heal us, every single day.
New correspondence from the Telegraph's best-selling series. In a year in which even the most seasoned commentators have struggled to keep pace with the news cycle, letter writers to The Daily Telegraph have once again provided their refreshing take on events. Readers of the Telegraph Letters Page will be fondly aware of the eclectic combination of learned wisdom, wistful nostalgia and robust good sense that characterise its correspondence. Baffled, furious, defiant, mischievous, they inveigh and speculate on every subject under the sun, from the rubbish on television these days to the venality of our MPs. With an agenda as enticing as ever, the eleventh book in the bestselling Unpublished Letters series will prove, once again, that the Telegraph’s readers have an astute sense of what really matters.
Learn to change the self-critical stories in your mind and rewire your brain so that you gain the self-confidence to build more fulfilling relationships, careers, and social life. Since childhood, our experiences and interactions have shaped the running narrative of who we are and how we view ourselves. When those interactions are painful, many of us have a tendency to internalize the negativity, translating mean or selfish messages given to us by family, friends, or teachers during our youth into truths about who we are—our flaws, failures, and shortcomings. Through practical and easy-to-understand principles and techniques, What Went Right teaches you to recognize and intervene on self-defeating thought processes and uncover your core beliefs about who you really are. Through these exercises, you will learn how your thoughts drive feelings that influence your behaviors. By changing your thinking, you can unlock self-affirming feelings and actions needed to create your new life story and become the person you want to be.
Netflix’s BoJack Horseman has quickly become one of the most critically acclaimed animated comedy series in recent memory. Set in an off-kilter, cynically spun rendering of modern-day Hollywood, the show follows washed-up horse actor BoJack Horseman (voiced by Will Arnett) as he attempts to turn his life around. BoJack Horseman: The Art Before the Horse is the official behind-the-scenes companion to this cult-hit series. Part oral history sourced from original interviews with the show’s cast and crew, part art book—including sketches, storyboards, and background art—this book will trace the series from conception to post-production. Beginning with the initial development of creator/ showrunner Raphael Bob-Waksberg and production designer Lisa Hanawalt’s inimitable aesthetic vision, The Art Before the Horse goes on to reveal all of the moving parts—direction, writing, casting, animation, and music—that come together to form this uniquely bleak, emotionally potent, very funny show. Also Available: BoJack Horseman 2019 Wall Calendar (ISBN: 978-1-4197-3177-8)
This is a story of how miracles DO happen. How courage and a never-give-up spirit can emerge victorious. How an engaging little monkey helped change a family's life. Ellen Rogers considered herself something of a tragedy snob. The single mother of five believed she could weather any storm, that she could keep her family from harm with fortitude and grace. But nothing could have prepared her for the June 2005 car accident that left her son, Ned--then 22 years old--fighting for his life. Ellen refused to give in to despair. We'll get through this, she told herself. We have to. But love and determination can only go so far, and the road home was fraught with obstacles. Ellen and Ned took comfort in family and friends. And they prayed for a miracle. Miracles happen to those who believe, the saying goes, but who would have believed that one family's "miracle" would weigh in at five pounds sopping wet? Then Helping Hands: Monkey Helpers for the Disabled provided Ned with an affectionate and intelligent service animal with a steadfast devotion to hierarchy, a longing for "spa days," and a craving for Gummi Bears. In other words, a diva. Life with Kasey was yet another challenge for this large and lively family, but they persevered as families do, and in time this wise and sensitive animal did more than help Ned cope with his disabilities--she turned the simple tasks of life into a life worth living. Kasey's astonishing intelligence and compassion brought hope and laughter back to a family facing its greatest challenge, and helped them see the world in a new way.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
