Feel like you need a stiff drink after Election Day? Here's a book that might quench a thirst for knowledge ... about bourbon

It's Election Day, and after all the debating, mudslinging, stumping, and ubiquitous advertising, I think most of us could probably use a good stiff drink.

So, today I'm giving away not bourbon ... but the closest thing to it that I, as a book blogger, could muster: A BOOK about bourbon.

"Beam, Straight Up: The Bold Story of the First Family of Bourbon" by Fred Noe (Wiley, Sept. 2012, $22.95, 206 pp.) is an insider look at the famous Jim Beam family written with humor and humility by a member of the family, Frederick "Fred" Booker Noe III.

This book is a cute little feller ... a bit smaller in length and width than usual. This puts it in more of a business/gift book category, in my opinion. 

It's the Beam family and business history told plainly, with a color photograph insert of family photos, with a wealth of information about bourbon and the bourbon business, and even includes many drink recipes such as:

Knob Creek Bourbon Mint Julep

Ingredients:
1.5 oz. Knob Creek Bourbon
1 tsp. granulated sugar
2 tsp. water
Finely crushed ice
Fresh mint, washed and patted dry.

Preparation:
In a highball glass, dissolve the sugar in the water. Fill glass with crushed ice, and add bourbon. Stir contents until glass becomes frosty, adding more ice if necessary. Remove stems from some of the mint leaves and use a straw to push them into the chilled julep mix for added flavor. Garnish with remaining sprigs of mint.

But mostly the book focuses on the business end of making bourbon. Whether you're a bourbon fan or a business fan, this book will keep your interest.

Want to win it?

Comment below with your email address and I'll put you in the running to win my hardcover review copy of the book, compliments of Wiley.

About the book (from the publisher):

AUTHOR FRED NOE

The evolution of bourbon in American history is a rich and complex one, and the seven (and counting) generations of the Jim Beam family have been right there at the forefront of its storied transformation for the past 217 years to experience it in all its glory.

In his delightful new book, seventh generation Beam family member Frederick “Fred” Booker Noe III chronicles how the First Family of Bourbon – the Beams – molded the bourbon industry into what it looks like today, and even reveals his own individual journey towards marking his footprint in the family business.

Back in the day, every Bourbon distiller in Kentucky was a relative of the Jim Beam family, but with the release of this new book, Noe has become the only family member ever to author a book about the Beams’ illustrious role in the distillery industry. His effortlessly fun, but honest demeanor shines through in the process, providing a fresh new perspective on how to survive in an age-old business.

In Beam, Straight Up, Noe not only offers valuable business insights and takeaways for any business person, he also shares his personal story of coming to terms with and reflecting on his own life, defining life milestones as colored by his family’s line of work, and eventually touching on his personal relationship with his character of a father, Booker Noe. Besides this, however, he also opens up about:

• His life on the road, spreading the bourbon gospel
• The legacy behind creating the world’s No.1-selling bourbon, Jim Beam Bourbon
• His long journey to becoming the face of one of America’s most iconic brands
• Special cocktail and food recipes
• The bourbon industry today, and how the Jim Beam family helped shape it
• The various sponsorships, charities and events that the company supports

Part biography and part business book, this entertaining yet sincere account presents a spirited lesson on how to live up to your potential, and perhaps even more importantly, how to enjoy your whiskey along the way.

For more information about Jim Beam, visit www.jimbeam.com or find Fred Noe on Facebook at www.facebook.com/jimbeam.  

About the author:

Frederick Booker Noe III of Bardstown, Kentucky, is the Global Brand Ambassador and Master Distiller of Jim Beam, one of the best-selling brands of bourbon whiskey. He is the seventh generation in the Beam family to assume this responsibility, officially assuming the Master Distiller role in 2007. 

3-book giveaway in honor of Day of the Race

CHRISTOPHER COLUMBUS

In honor of Dia de la Raza, or "Day of the Race" (today), I have three very different business books to giveaway. For those who don't know what that is - as I didn't until my friends at Wikipedia helped me out - Day of the Race is synonymous with Columbus Day: 

The event is celebrated as Columbus Day in the United States, as Día de la Raza in many countries in Latin America, as Discovery Day in the Bahamas, as Día de la Hispanidad and Fiesta Nacional in Spain, as Día del Respeto a la Diversidad Cultural (Day of Respect for Cultural Diversity) in Argentina and as Día de las Américas (Day of the Americas) in Uruguay. These holidays have been celebrated unofficially since the late 18th century, and officially in various areas since the early 20th century.

So, in the spirit of Columbus, let's explore a few books - 3 to be exact, like the number of Columbus' ships: the Nina, Pinta and Santa Maria (oh, I can't help myself). 

I'm giving away my review copies of each of the three following books (to three different readers). If you'd like to enter to win one of them, please email me at mkaras@pottsmerc.com and be sure to include which book you want and your mailing address. I'll pick one winner for each book and mail them out within the week.

1) "Uplifting Service: The Proven Path to Delighting your Customers, Colleagues, and Everyone Else You Meet" by Ron Kaufman (Evolve Publishing, August 2012, $14.95, 308 pp.) 

Book summary:

Service connects us all. Every time we go to the store, ride the bus, call the doctor, or even attend religious services we experience service. But at work we delegate service to a single department that is guided by anecdotal wisdom and clichés like "the customer is always right." We promise our customers satisfaction and then allow internal politics and inefficient methods to frustrate employees' ability to deliver. 

If service is everywhere, why aren't we doing it better?

Ron Kaufman believes we can do it better, and knows exactly how. After more than 25 years of helping leaders transform their service cultures, Kaufman has discovered that while each successful organization is different, the architecture they apply to build an uplifting service culture is the same.

In this book, Kaufman reveals the 5 key elements of uplifting service-the architecture for a self-sustaining service culture and a prescription that works. He lays out the steps you can take to build a sustainable culture that delivers it every day, and offers tools and practices that have been proven effective in business, government, communities, and homes on every continent and in many languages.

RON KAUFMAN

Finally in one comprehensive volume, Uplifting Service reveals Kaufman's proprietary architecture for building an uplifting service culture. For leaders at all levels, it is a blueprint for making service a part of everything you are and everything you do.

About the author:

Ron Kaufman, the founder of UP! Your Service, is the world’s premiere thought-leader, educator, and motivator for uplifting customer service and building service cultures.

Ron is a columnist at Bloomberg Businessweek and he has been featured in The Wall Street Journal, The New York Times, and USA Today. With powerful insights from working with clients all over the world in every major industry for more than two decades, Ron is an inspiration to leaders and managers in his high-content, high-energy speeches and impactful, interactive workshops. He is rated one of the world’s Top 25 Who’s Hot speakers by Speaker Magazine. Ron is passionately committed to uplifting the spirit of service worldwide.

2) "Your Best Just Got Better: Work Smarter, Think Bigger, Make More" by Jason W. Womack (Wiley, February 2012, $24.95, 251 pp.) 

Book summary:

Imagine if your best just got better every single day. In Your Best Just Got Better, productivity expert Jason Womack teaches readers that working longer hours doesn't make up for a flawed approach to productivity and performance. Workers need to clarify their habits, build mindset-based strategies, and be proactive. Womack's signature "workplace performance" techniques offer specific strategies to consistently and incrementally improve performance.
Readers will:

• Understand the fundamentals of workflow and the principles of human performance
• Arm themselves with the tools and the processes to get more of their work done, on time, with fewer resources, and with less stress

JASON WOMACK

Making your best better won't happen overnight, but learning how to effectively manage just a few critical success factors lead to an effective workday and an overall successful professional career.

About the author:

Jason Womack is CEO and founder of the Jason Womack Company, which provides customized training on workplace performance. As an executive coach, he shows clients—managers, employees, and entrepreneurs—how to work smart, think big, and make more. Coaching hundreds of individuals and traveling extensively, Jason has facilitated more than 1200 Workplace Performance workshops.

3) "Spark & Hustle: Launch and Grow Your Small Business" by Tory Johnson (Berkley Trade Paperback, June 2012, $15, 304 pp.) ** Please note, my review copy is a paperback uncorrected proof, not a finished copy of the book **

Book summary:

Some people are willing to spend their lives working for someone else. Not you. You’re ready to start your own business—or grow your existing business into something bigger. You’re ready to take control of your life, your finances, your future. 

 

Tory Johnson helps you make it happen. Based on her phenomenally successful “Spark & Hustle” workshops, Tory breaks down the basics, and helps you create a plan for success, including:

• Exploring your motivations to profit from your passion
• How to nail a one-page business plan to launch your idea with clarity and confidence
• Finding the money to get going, perfecting your revenue and pricing
• Making social media (and other free tools) profitable for you
• Mastering sales without cringing at the thought of asking for money
• Detailed strategies for every aspect of your start-up and tactics to hustle for ongoing small business success

TORY JOHNSON

About the author:

Tory Johnson is the founder and CEO of Women For Hire, which produces recruiting events across the country; a contributor for Good Morning America; and a contributing editor at Success Magazine. She is the New York Times bestselling author of Fired to Hired and Will Work from Home.

Beware energy vampires at work

Wiley, the publisher of "Soup: A Recipe to Nourish Your Team and Culture," recently sent a press release titled: Worn out at Work? Twelve Common Workplace Behaviors That Drain Everyone's Energy—and How to Purge Them in 2011

It definitely caught my eye. This time of year, especially, I don't know anyone who isn't worn out at work.

Apparently, according to the book's author, Jon Gordon, if you're exhausted at work, take a look around at who's working beside you. He offers these 12 "draining behaviors to watch out for."

On the flipside: Gordon says working hard — when done with a good attitude in the right environment — can be "quite invigorating."

"Most people wrongly assume that their tasks and responsibilities are what's grinding them down," explains Gordon, author of "Soup: A Recipe to Nourish Your Team and Culture" (Wiley, 2010, $22.95). "However, while 'work' is a convenient scapegoat, the real culprit is often the negativity of the people you work with and for, their constant complaining, and the pessimistic culture that is now the norm in a lot of workplaces."

So, what - or, who - exactly is a drainer?

According to Gordon (that's him at left, looking un-drained), a drainer can be anyone in the workplace — a boss, coworker, employee, or client —who "sucks the life and energy right out of you."

The author says no one sets out to be a drainer. "It's just that some people regularly (and inadvertently) exhibit energy-draining behaviors. What's worse, many bosses allow them to continue — or are themselves guilty of practicing these behaviors. And over time, the entire culture becomes poisoned."

If you're working in one of those "poisoned work cultured," there's hope. Gordon states that if managers are able to identify the offending behaviors and fix them, "they'll be able to spend more time nourishing their companies' cultures — which will, in turn, make employees happier and more productive, thus increasing the bottom line."

Below are Gordon's Top 12 Draining Behaviors (presented in a what-not-to-do format), as well as tips for how to make a change for the better in each of these situations. It's a long list, but you may find some of the descriptions ring true at your work place. Admitting there's a problem is half the battle, right?

1. The Energy Vampire Attack
DON'T: Let negativity become your go-to response. There's nothing more draining than a boss or coworker who is constantly negative. Gordon calls these folks "energy vampires." They are never happy, rarely supportive, and constantly nay-saying any and all ideas and suggestions that aren't their own. According to them, you might as well give up before you start.

DO: Respond constructively when someone offers up an idea. Even if you know more about a particular project, have more experience than the rest of your team, or are positive that the suggestions others are making are off the mark, hear them out. Let employees and coworkers know that when they come to you with their ideas, they'll be heard with an open mind and received with respect. Insist that everyone else practice positivity as well. While negativity squelches creativity and initiative, an encouraging attitude will keep creative juices flowing and encourage constructive dialogue. "As pessimism rises, performance decreases," Gordon explains. "You have to encourage optimism and guard against pessimism, or your team will suffer."

2. The Out-of-Control Complain Train
DON'T: Give in to the temptation to whine. It's a well-known phenomenon that can have catastrophic consequences: One person's complaint resonates with someone else, who then proceeds to add grievances to the pile, which prompts yet another individual to throw in her two (negative) cents ... and so on. Before you know it, everyone is complaining, and any work that gets done thereafter is marred by a bad attitude.

DO: Push for solutions. The next time a watercooler conversation threatens to barrel out of control into Complaint Central, step in and ask the complainees how they would make things better. "When you boil things down, complaints are just noise and nothing more — but each one does represent an opportunity to turn something negative into something positive," Gordon points out. "Turn your employees from problem-sharers to problem-solvers — it'll make an unbelievable difference in your office's atmosphere!"

3. The Vicious Voicemail (or E-mail)
DON'T: Leave critical or harsh messages on voicemail or send them to an e-mail inbox. Nine times out of 10, these critiques seem much more vehement and condemnatory than they actually are. Plus, any communication you send via electronic methods can potentially last forever. Not only could your words come back to haunt you, they'll also be a constant reminder to your coworker or employee of his or her supposed shortcomings.

DO: Suck it up and conduct the tough talks in person. If you need to have a stern talk with someone, or if you need to talk through a conflict or problem, do it in person if at all possible. You'll be able to ensure that your words and tone aren't misinterpreted, and you'll be able to immediately have a constructive dialogue with the other person. By talking about ways to improve, you can end the conversation on a positive and encouraging note.

4. The Loaded Monday Morning Inbox
DON'T: Overwhelm your team with a mountain of e-mails before the week is under way. If you're finishing up your own to-do list late on a Friday night, or if you're simply trying to get a jumpstart on the week ahead, it can be tempting to dish out the details and to-dos as you think of them. After all, if you wait 'til Monday, you might forget! However, coming in to an inbox of 57 new messages is draining and makes folks feel like they're fighting an uphill battle from the start.

DO: Boil down and bundle your communication as considerately as possible. Inevitably, people are going to be working late and sending e-mails over the weekend. Be sure to flag any urgent e-mails so that your teammates know which tasks to tackle first — and include as many details as possible so that 1) you won't forget them, and 2) the recipient can get started as quickly as possible. If you can, combine as many of the tasks and questions as you can into one document.
"One email as opposed to 10 separate ones is a lot less intimidating," Gordon said. "And if you do fire off a multitude of messages in a moment of panic, a quick note acknowledging the unusual volume can change everything!"

5. The Busy Bee Bamboozle
DON'T: Confuse activity with progress. You know the person. She's always soooo busy but doesn't ever seem to meet deadlines or get anything done. When teams are being formed, people secretly hope she isn't assigned to theirs. She's living proof of the fact that just because your day is full of things to do doesn't necessarily mean that you're getting them done.

DO: Set goals and hold yourself and your employees accountable for results. These results should be ones that matter and that are visible and valuable to your team. It can be helpful to transition over to a day-to-day plan that will help everyone stay on the right track. Most importantly, don't put your team in situations where the lines are blurred. If the goals are crystal clear, they'll be easier to accomplish.

6. The Low Performer Look-Away
DON'T: Let sub-par work slide. Simply put, low performers drag the rest of the team down. They are like a cancer inside your organization, creating resentment and generating more work for everyone else. And if you allow them to linger and thrive for too long, your best employees will move on to a more productive environment.

DO: Institute a zero-tolerance policy for low performers. Hold your entire team accountable for meeting their goals and adhering to the same performance standards. If one person consistently misses the bar, then you need to take swift action. Let your employees know that you value their hard work and that you will not allow others to do less and get away with it. "In support of this initiative, strive for complete transparency," Gordon advises. "When your team knows exactly what's expected, they'll know where they stand—and you'll be able to make sure that their fears, uncertainties, and questions aren't holding them back."

7. The Unclear Communiqué
DON'T: Assume others have all the information they need, or that something you know isn't really all that important. These hastily drawn conclusions that result from chronic poor communication can lead to serious mistakes and major missed opportunities. Plus, lack of clarity is incredibly frustrating to those who must work with you. When employees, coworkers, or supervisors have to spend their time tracking you down for clarification, rather than getting the communication from you that they need, productivity falls and creativity is stifled.

DO: Make a concerted and proactive effort to make sure that the right people are in the know. Whether it's letting your boss know that a client's daughter is getting married (so he can call in congratulations) or telling a coworker that a vendor prefers to be contacted only via e-mail, be sure to tell the appropriate people. You'll set your entire team up for success and ensure that your clients get the service they deserve. Also, make sure you copy the right people on e-mails, promptly return voicemails, and are clear about directions and expectations. And if you say you are going to do something, mean it. "A big part of a successful culture is having a relationship between employees and managers that is built on trust and collaboration," says Gordon. "And that can happen only if a clear line of communication is established so that inspiration, encouragement, empowerment, and coaching can take place."

8. The Disorganization Drag-Down
DON'T: Allow disorganization to impede productivity. If you're managing or leading a company, heading up a big project, or traveling non-stop, it's likely you've lost an e-mail, important paper, phone number, or pie chart or two (or three or four) in your day. You're busy, and that's understandable. But constant disorganization can drain your employees and coworkers if they always have to cover your tracks. It may not always be possible, and accidents do happen — but not being able to find the quarterly report for the third meeting in a row sets a bad example, and it depletes others of the energy they could be putting towards other, more productive work.

DO: Make a concerted effort to keep up with your tasks and responsibilities. And if you can't immediately put your hands on something you need, don't automatically ask others for help. Take a few minutes to try and find what you need on your own. Better yet, try to think of better systems and processes than the ones you're using (or not using) now. If you see that someone in your office has a particular knack for organization, ask her for some tips to help you out.
"Remember that there's no substitute for communication when you do drop the ball," Gordon instructs. "Tell your employees that between travel, a jam-packed schedule, and working between two computers and a smartphone, you've lost something you shouldn't have. If you are humble and honest about it, they'll be more sympathetic to your plight and more likely to jump in and help you keep things organized!"

9. The Hasty Plate Clear-Off
DON'T: Sacrifice quality on the altar of expediency. There's a lot of work to do, and you (understandably) want to get your own tasks done so you don't hold up others. However, moving through assignments quickly in order to get them off your own plate can also mean that you're piling the work on someone else. If you've rushed, you're more likely to have made mistakes and been sloppy, which isn't fair to the person who gets the assignment after you.

DO: Take the time you need to do the job right. Rather than rushing through a report or clicking "send" just because it's 5 p.m., get focused and make sure you do your best work the first time. Pay attention to details, check over your work, and make sure you've followed the proper guidelines. Your coworkers and employees would rather have a project that's done right than one that's ahead of schedule. (And if you have to turn in a project a day late on occasion, it's not the end of the world.) "Doing your best work sets the rest of your team up for success," notes Gordon. "When people realize that you're this kind of teammate, they'll take on your projects with confidence and energy."

10. The Chronic Deadline Dodge
DON'T: Allow unmet deadlines to throw everything and everyone off-track. With all the unexpected obstacles you face in a workday, it's not always easy to meet deadlines. And yes, sometimes it's impossible—but those times should be few and far between. When people chronically miss deadlines, it's a sure sign of a cultural issue. Either people aren't giving it their all — or they're truly overburdened. Either way, your company's productivity will suffer.

DO: Set reasonable, clear deadlines for everyone involved (and hold hem accountable). Once something gets off-track, nobody is willing to own it. Make sure you set reasonable deadlines that you and your teammates can meet in order to avoid setting folks up for failure. And even if it takes some extra elbow grease from time to time, make a conscious effort to meet every deadline every time (and hold your team accountable for meeting them, too!).

11. The Unattainable Atta-Boy (or Atta-Girl!)
DON'T: Get so caught up in what's coming down the pike that you forget to acknowledge what's happening now. Most managers and business leaders would agree that they feel a lot of pressure. And it can be hard for them to constantly be the ones catching the heat from the higher-ups while the rest of the employees have only their own goals to meet and worry about. However, when responsibilities give you to-do tunnel vision and cause you to skimp on the "job well dones," employees can get discouraged in a hurry — especially if you immediately ask about another goal that's gone unmet or push more work at them to try and make up for losses in other areas.

DO: Express appreciation and admiration when appropriate. Employees don't need a pat on the back and a round of applause at every turn. What they do need is to know that you can be satisfied. If, like a hamster running in a wheel, an employee feels as though no amount of hard work or hours spent will ever garner the boss's approval or satisfaction, his energy and self-motivation will be zapped. "Leadership is not so much about what you do," says Gordon. "It's about what you can inspire, encourage, empower, and coach others to do. If employees know you can be pleased and that goals can be reached, then they will happily work toward those things."

12. The Blame Game
DON'T: Point fingers at others in order to take the heat off of yourself. A mistake is made, the boss is mad, a deadline is missed. If all eyes are on your team and you start pointing fingers, you could be making a huge mistake. If your employees or your coworkers don't think you shoulder your share of the blame or are unapproachable when it comes to constructive criticism, they'll start to shut down toward you.

DO: Accept responsibility for your actions gracefully and humbly. Nobody likes to be the one at fault. But owning up to your mistakes and learning from them are big parts of working together and being successful. If you make a mistake, be the first to own up to it and try to do things differently in the future. Also, be open to suggestions and criticisms—they may make the going much smoother!

If some of these behaviors sound all too familiar, don't despair. The cusp between the year that's just passed and the one that's to come is the perfect time to take stock of what's making your culture less than nourishing—and resolve to make it better. "It's important for managers to acknowledge that it's been a tough 12 months and that you understand why folks are feeling drained and depleted," concludes Gordon. "Above all, tell them that you are willing and eager to help alleviate some of that stress! A little acknowledgment can go a long way toward a brighter, more productive, and much more energized 2011."

For more information about the book or its author, visit Gordon's website.

Mini reviews of 5 books that deal with seduction, personal struggles, credit, stress, and commodities — you know, the usual

Of the five books below that were recently summarized by The Associated Press’ personal finance team, three are from venerable business book publisher Wiley.

The one pictured at right sounds the most intriguing to me, but that may just be me judging a book by its cover...

By The Associated Press

TITLE: The Art of Business Seduction: A 30-Day Plan to Get Noticed, Get Promoted and Get Ahead

AUTHOR: Mark Jeffries

PRICE: $22.95

SUMMARY: Seduction is a powerful art form, even in the workplace. In “The Art of Business Seduction,” author Mark Jeffries teaches readers how to get ahead by using strategies similar to those employed in the dating world. In another new release a popular financial blogger describes how he conquered daunting debt to achieve financial success.With nearly 15 million Americans out of work and unemployment at 9.5 percent, job seekers must stand out these days. Jeffries, a business coach and communications consultant to major corporations, shares tips on how to get an edge whether it’s landing a job or a promotion. As the title suggests, Jeffries emphasizes many of the same skills that can also help attract a mate. For example, there are tips on honing your “elevator pitch,” the business world’s equivalent of a pickup line in a bar. Other advice focuses on how to own your image, speak persuasively, and translate subtle cues from others’ voices, body language and handshakes.The book pitches a personal program to make behavioral changes over 30 consecutive days, and ensure they become ingrained. One obvious target audience: Out-of-work professionals who possess great credentials on paper, but lack the personal polish needed to get a foot in the door.

QUOTE: “They say that a healthy diet — one that keeps the weight off — is a lifelong commitment, a revolution in the way that you select and eat food. Business seduction is the same. You cannot seduce for a month and then return to your old ways and hope for the success to continue.”

PUBLISHER: Wiley

— Mark Jewell

TITLE: The Simple Dollar: How One Man Wiped Out His Debts and Achieved the Life of His Dreams

AUTHOR: Trent Hamm

PRICE: $19.99 (paperback)

E-BOOK: Available for Kindle, Nook and Sony Reader

SUMMARY: Trent Hamm, who writes a popular personal finance blog with the same name, tells the story of how he got out his from under massive debt and learned to live a frugal life in this engaging book.Hamm shares the principles he’s developed over the last four years. And advocates what some will see as radical strategies. This ranges from selling every item you rarely use to making your own laundry detergent, if that’s what it takes to pay off your credit cards and other debt.Hamm also challenges readers to ask themselves hard questions about what’s really important. He maintains that everyone must be prepared for the unexpected — good and bad — and the only way to take advantage of positive opportunities or handle problems is to be financially independent.While there are few prescriptions that won’t be found elsewhere, Hamm has an engaging writing style and sprinkles his personal experience throughout the book. That makes it an easy read and a potentially helpful motivator for the financially distressed.

QUOTE: “I always find that people equate frugality with some form of misery — they either see it as being cheap or see it putting themselves through misery. I argue that it’s neither — that instead it’s joyful and life-affirming.”

— Eileen AJ Connelly

TITLE: Credit 911: Secrets and Strategies to Saving Your Financial Life

AUTHOR: Rodney Anderson

PRICE: $24.95

SUMMARY: “Credit 911: Secrets and Strategies to Saving Your Financial Life” offers a mortgage lender’s perspective on lending industry practices that too often become debt traps for individuals. Anderson, a mortgage lender, has seen customers trash their once-stellar credit scores by taking bad advice from bankers. He’s seen compulsive spenders buy 20 pairs of shoes a day online. The common denominator is that while it’s usually easy to get credit, it’s also easy to end up deep in debt.Anderson offers an inside look at the operations of banks, credit card companies and mortgage lenders. He also examines how predatory practices can trip you up. It’s a practical book with clear examples on avoiding credit trouble; and how to maintain good credit and repair poor credit.

QUOTE: “From my vantage point, I see a growing crisis in our country, and it gets worse every time we turn on our computers and connect to the Internet. As good as the marketers and credit card companies are at influencing your spending habits, they probably couldn’t have done such a thorough job of transforming the American consumer into a spending machine without the emergence of online shopping.”

PUBLISHER: John Wiley & Sons Inc.

— Eileen AJ Connelly

TITLE: Clutch: Why Some People Excel Under Pressure and Others Don’t

AUTHOR: Paul Sullivan

PRICE: $25.95 (Release date: Sept. 2nd)

E-BOOK: Will be available for Kindle, Nook

SUMMARY: The book “Clutch: Why Some People Excel Under Pressure and Others Don’t” explores the traits that enable some of us to thrive in win-or-lose situations. It’s useful reading for those who often seem to crumble under pressure.We’d all like to be the “clutch” player, the go-to guy or gal who can get things done under pressure. But it’s not in the cards for all of us, or maybe it is. In the forthcoming “Clutch,” Paul Sullivan, a columnist for The New York Times, examines strategies essential for remaining composed when the pressure’s on. Sure, there are plenty of sports references. But Sullivan uses those to illustrate larger points, such as the perils of overthinking. Anyone who feels that they tend to lose their confidence when the stakes are high can glean something from this analysis. For many that might mean prepping for that all-important job interview.

QUOTE: “The trouble is, when financial pressure mounts, most people do not and cannot think dispassionately until it is too late. They choke. They wait too long, thinking their situation will improve, and when it doesn’t, they have burned through their reserve funds and are still going to lose what they were struggling to keep.”

PUBLISHER: Portfolio

— Trevor Delaney

TITLE: The Little Book of Commodity Investing

AUTHOR: John Stephenson

PRICE: $19.95

SUMMARY: In the world of investing, a discussion of commodities can be about as dry as it gets. Though they’re items that we’re familiar with — like oil, wheat, and gold — learning about futures contracts can be off-putting to an average investor. But in this volume of “The Little Book Big Profits” series, Stephenson, a portfolio manager with First Asset Investment Management, makes the discussion both informative and accessible. With gold and other commodity prices surging this year, this book can be a useful starting point for investors eager to learn more.

QUOTE: “If you want to swill vodka and eat caviar like a Russian oligarch, nothing will get you there faster than a well-timed investment in industrial metals. Whenever cars, washing machines, and fridges are selling like hotcakes you can be certain that metals and the mining companies that produce them will be moving higher.”

PUBLISHER: John Wiley & Sons

— Trevor Delaney

Author: Don't abandon your job search this summer

Jobhunters, don't hit the beach just yet.
Even though unemployment numbers are supposedly getting better and job openings are up, looking for a job is no easy task in this economy.

And in the summertime, it’s much easier (and more enjoyable) to slack off, go outside and enjoy the warm weather rather than slave away on a job search that seems to be going nowhere.

Alas, summer is no time to abandon your job search, according to Haverford-based career coach Ford R. Myers.

Myers, in addition to being a career coach, is a speaker and author of "Get The Job You Want, Even When No One's Hiring," (John Wiley & Sons, 2009, http://www.getthejobbook.com/). Myers is president of Career Potential LLC, which has offices in Radnor and Haverford. He has held senior consulting positions at three of the nation's largest career service firms. In addition, Ford has been a frequent guest on television and radio programs across the country.

"Summer is no time for job seekers to be trading-in their business suits for swimsuits or their briefcases for beach bags," Myers said in a recent press release. "Summer is the perfect time for career advancement."

Myers offers the following 10 tips to keep your search on track during the heat of the summer:

1.Create and Control Your Internet Image. Whether it's LinkedIn, YouTube or Facebook, every professional should have an online presence. Many employers research job candidates on the Internet before making hiring decisions. Therefore, it is vitally important that you take control of your online identity and carefully monitor the "personal brand" you're building on the Internet.

2.Invest in Career Coaching. It might seem that career coaching would be a luxury in this difficult economic climate. Actually, this might be the best time to get some career coaching. A qualified career coach can help you get totally clear on your objective, differentiate you from the competition, market you effectively, get the offer, and negotiate the best compensation.

3.Tune Into the Network. Summer is one of the best times of the year to make new connections and find new opportunities. Contrary to popular belief, there are many summer networking events, planning meetings and social activities going on.

4.Perform an Internal Career Audit. Summer is a perfect time to take an honest look at your career -- where you've been, where you are today, and where you'd like to go. Identify new goals based on your own definition of career success and then take action.

5. Update Your Career "Tool Kit." Most job seekers use only their resume as the cornerstone of their search because their other "tools" are weak or nonexistent. But there are many other documents you should have in your "career tool kit" -- accomplishment stories, positioning statement, a one-page biography, target company list, contact list, professional references, letters of recommendation, and more. These items are important not just to land the next job -- but also to maximize your long-term career success.

6.Solidify Relationships. During the summer, most people are naturally more relaxed, convivial and generous in spirit. There is simply no better time to solidify existing relationships and forge new ones.

7. Volunteer. There are myriad volunteer opportunities available during the summer. This is a good way to help people, to feel good when you need a boost, to have a renewed sense of purpose during your search, and to meet other professionals who may be able to help you.

8. Call People. Make new connections through your network and follow up with people you've already met. In many cases, people who are at work during the heat of the summer will not only be available for conversation, but will be grateful just to speak to someone.

9.It is Better to Give Than to Receive. The fastest and most effective strategy for getting help is to offer help to others. Ask the people in your network who they might like an introduction to or if there is any way that you can be of assistance to them.

10. Become and Opportunity Magnet. Always think and speak positively and never say anything negative. This will help you to become an opportunity magnet -- poised to attract, interview and "hire" your next employer.

"If you are currently in career transition, these strategies should give you a fresh perspective on a summer job search. Instead of 'taking a vacation' from your career development activities, take full advantage of this overlooked opportunity to make real progress in your career quest," Myers said.

Reprinted by permission of Ford R. Myers, a nationally-known Career Coach and author of "Get The Job You Want, Even When No One's Hiring."

The Rudolph Factor

Though I didn't have a copy of this book to review prior to the holidays, I thought this book's name alone warranted a mention this week.

"The Rudolph Factor: Finding the Bright Lights that Drive Innovation in Your Business" by Cyndi Laurin and Craig Morningstar (Wiley, July 2009, $21.95) uses The Boeing Company as an example of how a large corporation needs only to focus on employees who are hyper-creative yet sometimes not in traditional leadership roles to ensure future success.

Laurin and Morningstar recommend turning to those employees who "light the way" for their coworkers, the "Rudolphs." They say "Rudolphs" are highly-engaged, creative thinkers that populate about 10 percent of every organization. But for the most part, they aren't the traditional company leaders, and their talents ,may go untapped, the authors state.

"Depending on the business culture, political structure, and reward system, Rudolphs either let their nose glow, or they cover it in mud so as to not create any career-limiting moves with their non-traditional, and generally unconventional ideas," Laurin said. "Obviously, the more progressive and innovative the business culture, the easier and safer it is for Rudolphs to contribute business-growing innovations or cost-saving solutions to their company's bottom line."

In the last decade, the "Rudolphs" of The Boeing Company helped the giant aircraft manufacturer turn around a cruscial division that was the edge of collapse.

Paraphrased from the book’s inside flap:

The Boeing Company aircraft manufacturers has struggled with the cyclical nature of demand for commercial aircraft. Between the challenging integration of the Rockwell and McDonnell Douglas employees into Boeing, competition from Airbus, and market pressure, the company was facing serious financial consequences ... until it managed a remarkable turnaround.

"The Rudolph Factor" explains how Boeing's journey back to excellence began a decade ago with the Boeing C-17 Globemaster, an Air Force cargo aircraft. Hampered by a toxic culture and struggling to stay alive, Boeing C-17 management and employees partnered with the Air Force to fix the program. They — all 10,000 of them — instituted a new set of progressive practices from the top down and from the bottom up.

This experiment was a smashing success. The C-17 Program continues to be so successful, in fact, that its leadership and employee involvement principles are currently being instituted throughout Boeing.

"The Rudolph Factor" uses Boeing C-17's success as a platform for teaching organizations how to elicit and benefit from the creative, revolutionary thinking of current employees. A small percentage of hypercreative, out-of-the-box thinkers can be the catalyst for organization-wide reform — if you can recognize and nurture their special abilities.

In a Wiley press release supporting the book, Laurin and Morningstar recommend the following ways to motivate the Rudolphs in your organization (a la The 12 Days of Christmas):

1) Give them ample time to shine. No one knows your company and its customers as well as your employees. After all, they are the ones closest to the processes that work and those that don't. That's why they are best suited to uncover the solutions that will make your organization a success in the New Year. But great innovation doesn't necessarily happen overnight, so it's important that you give your employees plenty of time to brainstorm their bright ideas.

"Allowing your employees time to brainstorm each day will likely produce some great cost-saving ideas," asserts Laurin. "Even if it's just for fifteen minutes. Some of the most progressive companies begin and end each workday with a five-minute huddle. It's a great opportunity for the Rudolphs in your workplace to shine!"

2) Include your Rudolphs in the reindeer games. Management often has difficulty solving problems due to a natural level of disconnect between their position and the work itself. "Start listening to the unlikely voices amongst your workforce," suggests Morningstar. "If a red nose is shining, pay attention! Include workers in strategy meetings, and ask for their opinions. You may be surprised at the solutions and innovation that is generated this way."

3) Be on the lookout for a red nose. If you aren't sure how to spot the Rudolphs in your organization, here's a tip: one of the most obvious signs of a Rudolph is that they light up when talking about their work. Maybe not literally like the nose of the most famous Rudolph of all, but you can definitely see and feel their passion for their work. To pinpoint your Rudolphs, look for a face that is shining bright and listen for a passionate voice, and that will be the person who can help you through your company's foggy nights.

"If you want to inspire this phenomenon in others, make sure you take the time to connect with your employees everyday," explains Laurin. "Ask them about their projects and ideas for improvements, and watch them light up with excitement when they speak."

4) Keep their curious spirit alive. Another surefire sign of a Rudolph is that they ask a lot of questions. And they have a tendency to ask those questions even when it isn't the most popular thing to be doing. It's important for you to understand that when your employees are asking questions, they are engaged and generally trying to gain a better understanding of the company's goals, which should be encouraged.

"Make sure you are not inadvertently discouraging their questions," warns Morningstar. "Encouraging questions in your employees helps you to develop a dialogue with them, and it encourages a dialogue for them amongst one other—precisely the way most great innovations come to life!"

5) Don't put your Rudolphs (or their ideas) in the corner. Most employees want to work in an environment that is safe, supportive, and offers them an opportunity to make a difference—it's our human nature. Rudolphs have a natural tendency to see their world through a lens of potential and opportunity. Encourage this type of thinking in all of your employees by listening to their ideas—even if they seem unrealistic or just plain crazy.

"Some of the greatest innovations in history seemed unrealistic or un-marketable at first," Morningstar explains. "For example, the concept of a wireless telephone was being discussed at the famous Bell Labs in the 1950s. Look at how many decades it took to come to fruition, and think about all the great ideas that could be simmering in your own organization."

6) Congratulate them on a job well done. One of the more interesting characteristic of Rudolphs is that they are not interested in self-promotion. Instead, they are genuinely vested in wanting their organization to succeed. And while they aren't looking for personal accolades, it's still a good idea to let them know that you've noticed their good work. It will keep them motivated in the long run.

"Make sure that all your employees understand how their individual work has contributed to the organization this past year," says Laurin. "It may seem trite, but a simple acknowledgement goes a long way in today's business cultures. Try taking advantage of the season and send a simple holiday card with a hand-written note thanking them for a job well done. You may be surprised at just how far a small gesture will go."

7) Reward your Rudolph with action. The greatest reward a Rudolph can experience is seeing their ideas in action. Encourage all employees to share their ideas, and have a system in place for reviewing them. Remember, there is nothing more de-motivating than being asked for ideas only for them to end up in some organizational black hole.

"Be prepared to respond to ideas quickly and briefly," says Morningstar. "And seek more information if the idea is not clearly presented. The only way to keep the creative Rudolph juices flowing is to encourage all ideas, good or bad, and to never discourage an employee from offering suggestions."

8) Encourage your herd to be, well, a team. Rudolphs are natural team players, and when they need help, they are generally not afraid to ask. To bring out the Rudolph-ness in everyone at your organization, make sure that the doors of communication are open. And give people an opportunity to collaborate with one another, if necessary, so that ideas can be shared, refined, and encouraged within your organization.

"It's amazing to meet workers who don't even know the person sitting in the cubicle next to them," says Laurin. "You may be missing out on some great ideas by simply not encouraging the great minds in your company to work together."

9) Be willing to branch out from the eight reindeer you know. Encourage diversity in thought as well as other types of traditional diversities. Many employees intentionally stop sharing ideas if their work environment is not conducive or if the perception is that management doesn't care. This can result in "million-dollar" ideas forever locked in people's minds.

"Make sure your organization recognizes diversity in thinking as a legitimate and unique human quality," adds Morningstar, "And you may also want to consider hiring employees with non-traditional or diverse backgrounds who may offer a completely unique and value-added perspective."

10) Give them some ownership over the workshop. Rudolphs are natural entrepreneurs, a quality many managers will tell you is a great asset to an organizational team. To encourage entrepreneurial thinking, be open with your employees about business information. Employees will feel a greater sense of ownership over your business if they have a basic understanding of the organization's current strengths and challenges.

"Keep in mind that this may require some basic training for all employees," says Laurin. "Every employee should understand the fundamentals of profits and loss, budget creation, and how their work contributes to the bottom line. Without a clear value proposition to employees, it will be difficult to reap the rewards of innovative thinking."

11) Let all your reindeer lead the sleigh (in their own special way!). Rudolphs tend to be natural leaders because of the way they define leadership. Rather than looking at leadership as a position on the organizational chart, encourage employees to lead from where they are.

"This can be easily accomplished by offering a new definition of leadership," asserts Morningstar. "Try to define leadership as 'a commitment to the success of people around you' or 'connecting people to their future.' With the appropriate verbiage in mind, all employees can start leading today!"

12) Always offer your Rudolphs the resources they need. Give them the tools, training, and resources they need to contribute to the organization's bottom line.

"And remember, your people are your most sustainable competitive advantage, and many are just chomping at the bit to make a significant impact to the bottom line," Laurin conclude. "So when you see those red noses shining bright, why not give them the chance to guide your company's proverbial sleigh this year?"

Biz book authors to speak at Pa. Governor's Conference for Women Sept. 17

Cathy Greenberg and Barrett Avigdor authors of "What Happy Working Mothers Know: How NewFindings in Positive Psychology Can Lead to a Healthy and Happy Work/LifeBalance," (Wiley, $19.95, 2009, 256 pp.) will be two of the keynote speakers at the Pennsylvania Governor's Conference for Women on Thursday, Sept. 17, at The Pennsylvania Convention Center in Philadelphia.

Barrett S. Avigdor, J.D., is the director of legal talent strategy at Accenture, a position she created in 2007. In this role she strives to maximize the productivity, creativity and engagement of the 400 legal professionals at Accenture around the world. Avigdor spent much of her legal career as a senior executive in the legal group at Accenture, though she's also a certified career coach and an advocate for happiness. Avigdor writes and speaks to audiences around the globe on the subject of finding happiness by working to your strengths and aligning your time to your values. She is a graduate of the University of Chicago Law School and a former Fulbright Scholar to Brazil.

Cathy L. Greenberg's books include "Global Leadership: Next Generation," with Marshall Goldsmith, which ranked No. 1 in leadership on Amazon.com. She is cited as an authority on leadership behavior by all major business and financial newsorganizations, as well as by popular media outlets such as Glamour, Oprah Magazine and Martha Stewart Living Radio. Named a "Top 100 Leadership Coach" byExecutive Excellence Magazine (2008), she is a business talk show host on "Voice America" and founder of h2c, LLC Happy Companies Healthy People, a beacon for successful leaders.

Click here for more information about the Pennsylvania Governor's Conference for Women.

Every attendee will receive a free copy of "What Happy Working Mothers Know."

How 'bout running your family like you run your business?

Could your family benefit from being run like a business?

That's the premise behind author Patrick Lencioni's latest, "The Three Big Questions for a Frantic Family: A Leadership Fable ... About restoring Sanity to the Most Important Organization in Your Life," (Jossey-Bass, a Wiley Imprint, 2008, $24.95, 208 pp.) (I favorably reviewed Lencioni's book "The Three Signs of a Miserable Job" in January 2008 -- check that review out here.)

While this book is labeled in the "family & relationship/parenting" category, it certainly doesn't hurt to look at it from a business perspective.

Much as he did in "The Three Signs of a Miserable Job," Lencioni uses a simple tale to communicate what might be to some a complicated business concept -- or in this case, an idea for improving family time.

A father of four and business consultant/bestselling author who's often on the road, Lencioni said he tested out his model in his own home. After all, if your family is the most important organization in your life, why wouldn't a business executive apply the tools they use at work to improve the way his/her family functions?

"Family chaos is just a part of life, and so we accept levels of confusion and disorganization and craziness at home that we would not tolerate at work," Lencioni states in the book's introduction. Less chaos, for most families, including a few extremely busy young families I know, would be good.

Lencioni said he and his wife have found benefits to applying a few simple strategic concepts to managing his own family.

"The vast majority of families I know - including my own - wold admit that one or more of the following adjectives apply to them: reactive, scattered, frantic chaotic, stressed," he writes. "And if you were to ask them if they were living their lives with the sense of purpose and intentionality that they want, every last one of them would look at you like you were mocking them and say 'Are you kidding?'"

And so Lencioni has come up with this easy-to-understand fable about a couple who are struggling to keep on top of three kids, school and church obligations, sports and other extracurriculars, and simply finding time to hang out as a family.

The book opens with a frustrated husband, Jude making the following (rather loaded) statement to his stay-at-home wife, Theresa: "If my clients ran their companies the way we run this family, they'd be out of business!" After taking some time to get over her initial indignation, the wife proceeds to investigate that claim.

It all boils down to these three questions a family can live by to restore sanity and clarity. I'll tell you the questions, but it will be in very simplistic and out-of-context form. They're better illustrated by reading this little fable, which you could easily do in a night or two (no matter how busy you are).

1) What makes your family unique? Basically, what makes you you and differentiates you from everyone else on the block.

2) What's your family's top priority (aka rallying cry) right now? That would be your main goal over the next 2 to 6 months, and it could be something like carve out more family time or it could be something like moving to a bigger house. It's the main thing that drives you as a family at this time.

3) How do you talk about and use the answers to these questions? What are you doing to implement the first two questions. Holding weekly family meetings? Keeping a spreadsheet?

How did Theresa and Jude answer these questions and implement the answers? They're "rallying cry" was to spend more time together as a family. That meant Theresa had to said no to taking on a time-consuming post at church. Jude and Theresa decided to cut back on their kids' extracurriculars. They cut back on social activities as well as TV-watching. They made family vacations a priority. And, lastly, Jude decided to cut back in his business travel for the overall benefit of the family.

Then they met weekly for 10 minutes to keep up with it all and adjust as needed. They kept a whiteboard in the kitchen as a reminder of the "rallying cry" and what was needed to achieve it. And, lo and behold, it worked. And they were on to their next "rallying cry," which had to do with helping one of their kids with an attention deficit.

To further illustrate the concept, Lencioni goes through several other "families" and their experiences with the "three big questions." He also notes that his own family is far from picture perfect:

"Well, I have to tell you that the Lencioni family continues to experience its fair share of stress, and we don't expect that to go away anytime soon. But I am glad to report that by answering the questions laid out here, we have begun to channel that stress in a general direction and obtain a sense of progress," he writes.

A good deal of chaos remains, he admits, but "we're being more purposeful now about which chaos to tolerate and which to squash."

I really like his wife's comment at the end of the book:

"When something is part of a bigger goal that I know we're going to be talking about every week, it's harder for me to let it get pushed aside by those pesky, tactical, and artificially urgent things that distract us from what really matters. Now I can let some things go that I would have felt guilty about ignoring in the past when everything was equally important."

Working together toward a pre-determined common goal: Not a novel concept, but one that might help some stressed out family-type folks I know.

Book provides good advice for the successful, but bored, professional

Reviewed: “Escape the Mid-Career Doldrums: What to Do Next When You’re Bored, Burned Out, Retired or Fired,” by Marcia L. Worthing and Charles A. Buck, Wiley, Nov. 2007, $18.95, 204 pages.

If your feel like you’re stuck in a job you have no passion for, uncertain how to make your escape — you’re not alone.

When I graduated from college with my bright, shiny journalism degree and no job, I went to work as a secretary in a chemical company. Frankly, I worried what the dangerous chemicals stored nearby were doing to my health, but it paid the bills. Every day, counting the minutes until my lunch break or until quitting time, I plotted my exit from this occupation.

While the job that “saved” me from the chemical company wasn’t my career salvation (I sold custom-made furniture on a commission-only basis, and was not terribly good at it), it was a stepping stone that helped me to see where my natural abilities did not lie. And, on the bright side, I now know how to accessorize a room.

Those were, no question, the wrong jobs for me, and I knew they were temporary. But even the right job — the right career — can become wrong for you.

Written by a career consultant and a career coach, Marcia L. Worthing and Charles A. Buck, “Escape the Mid-Career Doldrums: What to Do Next When You’re Bored, Burned Out, Retired or Fired,” is a handy reference designed for those who are established in a career and yearn to make a move or for those who are forced out by way of layoffs or who choose retirement but aren’t ready to leave the workforce.

“Escape the Mid-Career Doldrums” offers practical advice and soul-searching exercises to those stuck in what the authors call the “BBRF Syndrome” (bored, burned out, retired or fired). The goal is to get them back on track.

One caveat is that the intended audience is a narrow group: extremely successful business professionals. So, while those of you who are not high-level executives may find some pearls of wisdom, you may be a little put off by the hoity-toity real-life “examples” given.

Here’s one: “Richard, a highly successful human resources executive for a top corporation, had over 200 employees reporting to him and a high-level executive role that allowed him to take on strategic and planning responsibilities. Despite a great salary and other perks, Richard was bored.”

They lost me even before “great salary.” Poor Richard. So misunderstood.

But, I accept that even top-level, high-paid executives get bored. And certainly, in the wake of the economic rollercoaster ride we’ve been on of late, many highly-trained professionals are being abruptly laid off or forced into early retirement.

If you’re a mid-career professional and find yourself out of job, as painful as that may be, the authors say it’s important to keep an open mind. Consider going back to school, starting a consultancy, working part-time or volunteering or working for a nonprofit organization that might benefit from your expertise.

Before doing anything, Worthing and Buck advise readers to get to the bottom of why you were bored with your job, or why you were fired.

“When you don’t know the real cause behind your boredom, burnout, retirement or firing, you can’t respond to it effectively. Your false belief about why something happened will prevent you from emerging from your career blues and discover what you really want to do for the next 10, 20, or 30 years,” they write.

The reality, they say, is that there are “plenty” of opportunities for the mid-career professional, “but a variety of factors make it seem like few opportunities exist.”

Making a change won’t be easy, and just as when I began my career search, you may start out going one direction, only to find it’s not the right path.

“Be open to new opportunities. Just because you had a plan to start your own business or to divide your time between part-time work and travel doesn’t mean you can’t adjust this plan,” the authors write.

Thoughtfully, they remind the reader: If you’re mid-career at 50, you technically have another 25 working years ahead of you.

Book: Whatever makes you happy should be a line item in your personal budget

Reviewed: “The True Cost of Happiness,” by Stacey Tisdale and Paula Boyer Kennedy, Wiley, 2007, $24.95, 288 pages.

How your parents handled money influences the way you handle your finances, according to “The True Cost of Happiness,” a book co-authored by business journalist Stacey Tisdale and financial planner Paula Boyer Kennedy.

Readers are encouraged to take a look at the role family dynamics play in their financial behavior.“I’m talking about the ways in which the first lessons we learned about money as children affect our decision about making and spending it as adults,” writes Tisdale, who penned the first half of the book, which focuses on self-awareness.

In my family, my father managed the money. My mom took care of the house and three kids. The bills and the bank account were the man’s job. When my father died at age 58, losing a 13-year battle with cancer, my mother was thrust into a position of total financial responsibility — a role no one had prepared her for. When my mom was growing up, her father took care of the household finances. She learned at an early age that money was the man’s job. And that was the norm of the time, and it worked out OK for my mom. Until circumstances in her adult life necessitated a crash-course in paying bills.

Learned financial behaviors are what Tisdale and Boyer Kennedy call “money scripts.” Leaving room for you to write down your thoughts, they ask you to explore your own “money scripts” learned in childhood, and look at how they play a part in your financial attitudes as an adult.“Think about those money scripts that are limiting you. Imagine your life without those messages. How would your actions be different?” the authors write.

If your behavior isn’t leading you to your financial goals, then you need to take a new tack, they say. They walk you through ways to make those changes. One fun exercise, that I’m sure each of us has indulged in some variation, is:

•Imagine that you have all the money you will ever need. Decide what you would do with it, your life and your time.

•Next, change that picture. Now you only have 5 to 10 years to live. How will you change your life? What will you do with the time you have left?

•Lastly, imagine the changes you’ll wish you had made if you only have 24 hours to live.“The question is not what you would do with the time you have left, but what are your regrets?” the authors ask. That last scenario, they say, “cuts deepest of all. It becomes clear which issues in life are superficial and which are central. Sometimes this exercise delivers a … longing or wish that has never before surfaced.” It’s a thought-provoking way of getting to your big picture goals.

For instance, I have a desire to travel, but I feel like with my current monthly bills (mortgage!) I don’t have enough money to go anywhere. Per the authors’ advice, I can afford a trip to, say, Italy, if I make a budget and start setting aside a small sum every month.

Those who dislike the “getting in touch with your financial feelings” part of the book may be more comfortable with the second half of the book, which focuses on numbers. Basically, it tells you how to make a budget — something a lot of people simply don’t do. “We think having to literally face your values and your barriers each time you look at your finances will be an important factor in keeping your financial decisions aligned with your priorities,“ writes Boyer Kennedy, who handles the numbers-focused latter half of the book.

In other words, make a budget and stick to it and you may be able to save some money for a trip abroad … or retirement!

While the authors offer some very sound, practical advice, they also suggest that readers visit a financial planning professional to help you figure it all out.“The True Cost of Happiness” helps readers to determine why they spend/save as they do and what they could do better to meet certain goals.

Michelle Karas is The Mercury’s business editor.