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Thousands of value changes were made in Volume 2, with robust activity in both Canada and China. Classic era and superior quality stamps pushed values up in Canada, where more than 1,300 changes were recorded. In China, over 3,500 values changed.
More than 1,000 changes were made in Colombia. Other countries with significant activity included Cambodia, Estonia and French Guinea.
There are a number of new listings in Volume 2. A total of 49 sets and souvenir sheets in the Democratic Republic of Congo are now described and valued in footnotes accompanying the listings for the normal, perforated stamps.

• Sales Rank: #257141 in Books
• Published on: 2014-05-05
• Original language: English
• Number of items: 1
• Dimensions: 1.90" h x 8.30" w x 10.80" l,
• Binding: Paperback
• 1608 pages

Most helpful customer reviews

1 of 1 people found the following review helpful.
Five Stars
By Alan B. Flood
catalogue was in excellent condition and the price was right.

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This was a gift for my father. Prior to ...
By Eva P
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Now with a new chapter that focuses on what great bosses really do. Dr. Sutton reveals new insights that he's learned since the writing of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques.
If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges.
As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.

• Sales Rank: #47856 in Books
• Published on: 2012-03-15
• Original language: English
• Number of items: 1
• Dimensions: 8.25" h x 1.00" w x 5.50" l, .70 pounds
• Binding: Paperback
• 352 pages

From Publishers Weekly
Want to be a better boss? Unaware that you're a terrible one? Sutton (The No Asshole Rule) is here to help. The cost of callous and cruel superiors is considerable: employees with an abusive boss are more likely to work slowly, make deliberate errors, and even suffer heart attacks. With examples from such diverse workplaces as Pixar and Anchor Steam brewery, Sutton reveals how the best bosses take diverse and intertwined steps to create effective and humane workplaces, and offers tips on taking control, getting and giving credit appropriately, taking responsibility, staying in tune with employees, and squelching your potential inner jerk. Using real-life examples and insight gleaned from 30 years of experience as a manager, Sutton teaches his readers to become the boss employees enthusiastically want to work for. This entertaining, satisfying guide is a wakeup call for bosses everywhere--and a survival guide for those who work for them. (Sept.) (c)
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Review
This book is the personal coach that every boss deserves: warm, smart, and freakishly good at translating scientific reserach into practical tips that will help keep you at the top of your game.―Chip & Dan Heath, authors of Switch: How to Change Things When Change is Hard

I loved this book - immediately my favorite business book. There are so many great principles and ideas to live up to, backed up by real data - it should be every boss' responsibility to read and understand it.―John Lilly, CEO of Mozilla Corporation, producer of the Firefox web browser

Good Boss, Bad Boss does a wonderful job of challenging conventional wisdom while outlining a clear and compelling rationale for thinking differently. From Sutton's useful steps for getting "in tune" with what it feels like to work for you, to evidence that eliminating the negative is more powerful than accentuating the positive, to the importance of demonstrating confidence with the admission that you're not always right. Good Boss, Bad Boss teaches the art and the science of practical leadership for the 21st century. I would consider it a must-read for anyone looking to improve their impact and accelerate their desired outcomes.―Brad Smith, CEO of Intuit

We are damned lucky to have Bob Sutton. While his every word is backed up by significant research, he writes in simple sentences that make enormous sense. Typical in this book, Sutton's little chart in Chapter 3, 'Smart Versus Wise Bosses,' is worth, all by itself, 100 times the price of admission. Good Boss, Bad Boss is as good as it gets.―Tom Peters, author of The Little Big Things and co-author of In Search of Excellence

It has been damn near impossible to find consistently good and objective insight and analysis from business thought leaders. But Robert I. Sutton, a professor of Management Science and Engineering at Stanford and the Stanford Institute of Design (where we have overlapped), is an exception. His new book, out now, is his best to date. Good Boss, Bad Boss is food for thought for managers and leaders in organizations large and small. It is packed with insight, lists of "how to" suggestions, and questions for bosses to ask themselves.―Reuters

About the Author
Robert Sutton is Professor of Management Science and Engineering at the Stanford Engineering School. The No Asshole Rule was a New York Times and Wall Street Journal bestseller.

Most helpful customer reviews

24 of 24 people found the following review helpful.
Great book about good and bad bosses
By NYC Reader
Bob Sutton's latest book is a great read, and is filled with vivid examples of leaders who do things right, or wrong. Sutton is a talented story teller, and brings bosses to life in his descriptions of real life executives and managers, and also draws on his deep knowledge of psychology to explain, in clear terms, why the actions of bosses are so impactful, for better or for worse, on the people who work for them. This book does what so few management and leadership books are able to- it balances "showing" through real world stories with "telling" through established theories of social psychology. Anyone who has a boss, or is a boss, will benefit from reading this book.

15 of 15 people found the following review helpful.
Great Leadership Book
By P. Klebahn
Good Boss Bad Boss is a great book on leadership.

I have read almost all of Professor Sutton's books and I find his ability to find real world examples of just about any leadership style or challenge amazing. This book is no exception. Sutton talks about the leadership theory, but balances it with his shrewd and pragmatic lens on the real world. Sutton calls it like he sees it-no apologies. I enjoy the mixture of theory and reality. Sutton sees leadership as a craft; something personal.

This book is filled with great real world examples of leadership in many styles. I found it thought provoking, as I was able to think about how any one of these styles might suit me or my organization.

A great book and author.

Perry

17 of 18 people found the following review helpful.
Magnets and septic tanks
By Robert Morris
However defined, a "boss" by nature is given or somehow obtains at least some degree of control of and - yes - responsibility for others, for better or worse. Its connotations have become so diverse that the term's meaning is almost entirely determined by the person who invokes it. The inmates of a prison, for example, do not have the same meaning in mind when referring to a guard they fear as do fans of Bruce Springsteen when describing someone they revere. In the business world, however, everyone agrees that having a "good boss" is highly preferable to having a "bad boss." Now and for the first time insofar as I know, Robert Sutton has written a book in which all of the attention is devoted to a rigorous examination of these two types.

Having read and then reviewed most of Sutton's previous books, I was not surprised to find so much valuable material (i.e. information and especially counsel) in his latest book. He also includes contributions from a diverse group of people who share their own experiences, opinions and suggestions. They include Michael McCain ("A Recipe for an Effective Apology," Pages 64-65), Margie Mauldin (the "Tape Method" to manage anger, Pages 92-93), Matthew May (a "dirty trick" to demonstrate how an organizational hierarchy can enable bad decisions, Pages 131-132), Bonny Warner-Simi (how to support and protect direct-reports by improving their performance evaluation process, Pages 165-166), and Paul Levy (how to support and protect those whom Jody Heymann characterizes - in Profit at the Bottom of the Ladder: Creating Value by Investing in Your Workforce -- as "the least-advantaged employees," Pages 195-196).

These and other contributions supplement those that Sutton includes as he delivers what the book's subtitle promises: an explanation of how to be the best (or at least a much better) boss by learning from real-world bosses who lack character and/or competence. "I use the word `boss' rather than `leader,' `manager,' or `supervisor' (although all are bosses) because it implies an authority figure that has direct and frequent contact with subordinates - and who is responsible for personally directing and evaluating their work." This book focuses on the differences between the best and worst bosses "when performing essential chores like taking charge, making wise decisions, turning talk into action, and doing their dirty work (i.e. work that is unpleasant but necessary but illegal, immoral, or unethical).

Sutton duly acknowledges that many of the ideas in this book are shaped by two books he co-authored with Jeffrey Pfeffer, The Knowing-Doing Gap and, more recently, Hard Facts, Dangerous Half-Truths, and Total Nonsense. (Note: I highly recommend those as well as Pfeffer's latest book, Power: Why Some People Have It and Others Don't.) Readers will especially appreciate how Sutton presents his material. He makes skillful use of bold face, italics, brackets, and bullet points as well as sequences of separate but related ideas. For example:

"What the Best Bosses Do": Seven attributes (Pages 47-64)
"Tricks for Taking Charge": He identifies nine (Pages 68-70)
"The Attitude of Wisdom": Smart Bosses and Wise Bosses (Page 73)
"Participation Traps": He identifies and discusses three (Pages 88-91)
"Other Smart People's Tricks": He identifies nine (Pages 113-122)

As is also true in all of his previously published books and articles, Sutton identifies the "what" and explains the "why" of a good or bad business decision or initiative, then focuses most of his attention on how to do what must be done while avoiding (or repairing) the damage of what should not be done. Congratulations to Robert Sutton on a brilliant achievement. Bravo!

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[U555.Ebook] Download Crucial Conversations: Tools for Talking When Stakes Are High, by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler

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This book gives people the tools to handle life's most difficult and important conversations.

• Sales Rank: #615557 in Books
• Published on: 2003-05-08
• Formats: Abridged, Audiobook
• Original language: English
• Number of items: 1
• Dimensions: 7.72" h x 1.18" w x 5.55" l, .48 pounds
• Binding: Audio CD

Features

• 4CD Audio Set

Most helpful customer reviews

7 of 7 people found the following review helpful.
Enormously Helpful in Relationships (Team and Families)
By Joshua Reich
Conversations move life forward. They can also stop things from moving forward. Relationships end on conversations and begin. Teams are formed and broken apart. Goals are made, expectations laid out, visions happen, all around conversations.

Feelings get hurt in conversations, lies are told, deception, betrayal, all of these can happen in conversations.

Enter the book Crucial Conversations Tools for Talking When Stakes Are High. I heard Joseph Grenny, one of the authors speak on this topic recently at the leadership summit and got a lot out of his session.

All of us know the feeling of this kind of conversation and we know that this is where life changes.

Here are 10 things I got from the book that I have found helpful in my life and leadership:

1. When we face crucial conversations, we can do one of three things: We can avoid them, We can face them and handle them poorly, or We can face them and handle them well. At the heart of almost all chronic problems in our organizations, our teams, and our relationships lie crucial conversations—ones that we’re either not holding or not holding well. Christians and church staffs are notorious for avoiding crucial conversations. This is why churches often split, people leave hurt and visions never move forward. Instead of doing the hard work in a conversation, they are avoided. When in reality, because of what is at stake (salvation) and because of the calling of Jesus, we should do a better job of having crucial conversations.
2. Individuals who are the most influential—who can get things done and at the same time build on relationships—are those who master their crucial conversations. We all know this to be true. If you aren't very good at dialogue, you sit back in wonder at those who are. They are able to gain more influence, get more done and people want to be on their team and a part of what they are doing. This is why raising the value of this skill and getting better at it matters so much. Things move forward or stop around conversations.
3. The mistake most of us make in our crucial conversations is we believe that we have to choose between telling the truth and keeping a friend. Grenny said this at the summit and it grabbed my attention. This is one of, if not the main reason, most conversations stop and things do not move forward. Fear. Fear of a relationship ending, something stopping, getting fired or hurting someone. Yet, if we don't tell the truth, we often can't be a friend.
4. People rarely become defensive simply because of what you’re saying. They only become defensive when they no longer feel safe. The problem is not the content of your message, but the condition of the conversation. If you are a boss and want honest feedback and conversation, people can't fear for their jobs or that you will yell at them. Recently, there has been a lot of writing online about pastors abusing people, creating a culture of fear, yelling at staff members, elders and volunteers and it blows my mind. If you are known for that as a pastor, you should be embarrassed.
5. Be careful not to apologize for your views. This can be easy to do and it often happens as a way to soften your opinion or the blow in a conversation, but you shouldn't apologize for what you think. It is what you think. It might be hard or unpopular to say, but don't shy away from it. You may be wise to change how you phrase it, but always be willing to share what you think in a conversation.
6. One of the ironies of dialogue is that, when talking with those holding opposing opinions, the more convinced and forceful you act, the more resistant others become. I done this very easily in the past. Yet, this practice keeps people from buying in and helping to make something happen. When we do this, we don't understand why people aren't on board. The reason is the harder we push our way, the harder they push their way.
7. Speaking in absolute and overstated terms does not increase your influence, it decreases it. The converse is also true—the more tentatively you speak, the more open people become to your opinions. The more harshly we speak or the more we give the impression that there is only one way, the less likely it becomes that people will speak up. Now, on issues like vision, it must be clear and have agreement. But, in conversations, if we give the impression that something has been decided or that we aren't open to suggestions, we will kill discussion.
8. When we feel the need to push our ideas on others, it’s generally because we believe we’re right and everyone else is wrong. This is another way the previous one. If you find yourself pushing your ideas, you aren't having a good dialogue and instead are simply giving out orders. That may be your leadership style, but it won't accomplish a healthy team environment and in the end, your church or business will never reach its full potential.
9. The more you care about an issue, the less likely you are to be on your best behavior. As a leader or a person in a relationship, you must learn this well. This was an eye opening insight for me. I get very passionate about things, as most people do, and when I do, I can shut down dialogue and end up hurting people. We do this, often unintentionally because we care about something, because we believe we are right and have the only way forward.
10. The fuzzier the expectations, the higher the likelihood of disappointment. When a crucial conversation ends, there must be clear expectations and guidance moving forward. It cannot be fuzzy or gray. Otherwise, a conversation has not ended, it is simply on pause.
All in all, this was an incredibly helpful book. Some of it covered things I already knew but showed some helpful insights. I've already seen a change in some of my conversations with leaders at my church and in my family through this book. Definitely one I'd recommend.

2 of 2 people found the following review helpful.
Which is fine, really
By N. H.
This is an abridged version of the book. I originally purchased this so I could participate in a work book club but learned only after receiving it that it wasn't the full volume. Which is fine, really, most of the main points are made. I didn't read the description carefully on this page which is my fault, but this CD works for when you need to drive and get through the book. Google 'crucial conversations notes' and you'll find a helpful PDF on the front page that serves as a good review of the material when you're trying to pair your listening of this CD with a live discussion. The quality of the CD is good, the actress speaking sounds like she has been trained in an HR department for many years on how to talk to angry people about difficult subjects, and there are only four CDs so the book goes by pretty quickly.

0 of 0 people found the following review helpful.
Not only did I understand my weaknesses better for engaging on the taboo topic of politics
By Parapluie
I purchased CRUCIAL CONVERSATIONS with the goal of mproving my conversational skills to carry on an ongoing exchange on political issues of crutial consequences to the future of our country with one friend of opposite political persuasion.. My goal was not to change her mind but to create respectful understanding of where we come from in our views. I wished to bridge the gap of at least one other citizen of opposite political views so we find some links in common and do not loath each other. Not only did I understand my weaknesses better for engaging on the taboo topic of politics, I leaned my weaknesses in listening for the cues of when I loose my political listener, I am improving relations with friends and family.
There was a wealth of useable information, techniques, examples, helpful summaries and memory ques, all I could absorb for now. I would also buy a book of examples of how we might successfully be engaged in bridging the political divide in our country. Time will tell if we will continue our conversation. She was not interested in continuing after several months of exchanges, at least at this time. She had to feel I would be converted to her persuasion. She did not share my belief that conversation between opposites is crucial to the future of the United States.

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• Sales Rank: #240879 in Books
• Published on: 2015-03-24
• Original language: English
• Dimensions: 9.00" h x .86" w x 6.00" l,
• Binding: Paperback
• 380 pages

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• Sales Rank: #4358725 in Books
• Published on: 2010-08-11
• Original language: English
• Number of items: 1
• Dimensions: 9.10" h x 1.10" w x 6.20" l, 1.56 pounds
• Binding: Paperback
• 370 pages

Review
"This book argues clearly for every child’s entitlement to a coherent, systematic and developmental music education. Music education in the UK is not perfect. But it does try to give this quality experience to every child. There is much at stake. Read this book and fight."
(Jonathan Savage, Institute of Education, MMU)

"...the chapters on 'The role of singing' and 'The initial and ongoing education of music teachers' are thought-provoking. ...Nearly all chapters have suggestions for further reading, for websites of interest, and for all chapters there are full references to texts and research cited in the body of the chapter."

"...is obviously incredibly diverse and ... very effectively reflects this situation. The book is unusual in attempting to cover such a breath of content and provides a valuable starting point for reading , particularly to those who are new to the field." (Julie Evans,Canterbury Christ Church University, UK)

"As a reader from abroad, I found this collection to be a major achievement for music education in the United Kingdom. The United States and its music education leadership has much to learn from the chapters in this book. It shows not only how our two cultures struggle with the same fascinating challenges for music teaching and learning but also how we can be inspired to work for reform. Books like this are vital for all interested in the future of music education here and around the world." (Peter R. Webster, Professor of Music Education and Technology, Bienen School of Music)

"The transformational power of music education is illuminated throughout every page of this remarkable book. The authors vividly illuminate its wide-ranging position in society, constantly challenging the reader with new insights that relate to both the art and science of music-making. In a society that increasingly values visual stimulus and instant gratification, music can sometimes seem peripheral and little more than ornamental. In reality it has the capability to change lives, an inspirational message communicated here with passion and conviction. A virtuoso and aspirational achievement!"
(Professor Colin Lawson, Director, Royal College of Music, London, UK)

About the Author
Susan Hallam is Professor of Education and Head of the School of Lifelong Education and International Development at the Institute of Education, University of London.

Andrea Creech is Reader in Education at the Institute of Education, University of London.

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Discover how today's corporations are benefiting from accelerated learning to speed training time, improve results, and reduce costs.

Accelerated learning is the use of music, color, emotion, play, and creativity to involve the whole student and enliven the learning experience. The Accelerated Learning Handbook is the first definitive book to explain state-of-the-art accelerated learning techniques to trainers and teachers, and features 40 techniques designed to save money while producing far better results.

Leading expert Dave Meier provides an overview of the background and underlying principles of accelerated learning, and reviews the latest supporting research results. Training professionals will look to The Accelerated Learning Handbook to:

• Improve the long-term value of training
• Cut course development time by half
• Discover tips for music- and computer-based learning

• Sales Rank: #61925 in Books
• Published on: 2000-07-20
• Original language: English
• Number of items: 1
• Dimensions: 9.40" h x 1.00" w x 7.70" l, 1.60 pounds
• Binding: Hardcover
• 304 pages

From the Back Cover

Create and Implement High-Impact, Low-Cost Training Programs­­In Half the Time or Better!

Accelerated learning­­the use of the full mind and the whole personality to speed and enhance learning­­has impressed trainers and learners worldwide with its effectiveness. The Accelerated Learning Handbook is the definitive guide to this state-of-the-art learning approach.

Written by accelerated learning guru Dave Meier, the book explains an innovative, rapid instructional design methodology and presents hundreds of practical techniques and ideas to speed training time and reduce costs, while significantly improving learning and long-term results. In The Accelerated Learning Handbook, discover how leading corporations are using A.L. methods to:

• Speed and enhance learning
• Greatly reduce course design time
• Improve retention and job performance
• Involve learners at every stage of the process
• Enhance both classroom and Web-based learning
• Create healthier learning environments
• Build effective learning communities
• Energize and re-humanize the learning process

About the Author

Dave Meier founded the Center for Accelerated Learning in 1980. Since then, he has trained more corporate training professionals to use accelerated learning techniques than any other person worldwide. The Center for Accelerated Learning mails over 200,000 brochures and newsletters annually in support of Dave's work and seminars. His clients include Continental Airlines, Ameritech, Con Edison, Canon USA, Shell Oil, Starbucks, Traveler's Insurance, AT&T, Intel, and American Express. He has published articles in Training & Development magazine, is the editor of Accelerated Learning Application News, and was chosen "Trainer of the Year" by the ASTD's Brain Trainer's Group.

Most helpful customer reviews

65 of 68 people found the following review helpful.
Inspirational! This book lives up to its title!
By Bobby (in Maryland)
I am a subject matter expert who was occassionally requested to make training presentations. I began to realize that training was my calling. I was then hired to plan training programs. By chance, I ran across this book. After reading the book, I was so inspired I wanted to read it again to ensure that I didn't miss anything important. Here is what happened next. I needed to plan training for professionals in a country I had never visited -- truly a risky venture! Relying on the principles in this book, I designed a program that really involved the participants (the students). For example, in the afternoon of the first day of the workshop, students were meeting with each other in breakout sessions, identifying "promising practices" and "best practices" and making presentations to the whole group. The workshop lasted three days. My supervisors really liked the design of the program. The instructors/facilitators loved participating in the program. And, most importantly, the students/participants loved it so much that I am told to expect twice as many students/participants at the next session. As one instructor/facilitator put it, if the goal of the program was to both create joy and share knowledge, the goal was achieved. Without the information in this book (about how the brain works, about the importance of joy to successful training, about the importance of giving the students/participants the opportunity to create knowledge, etc., etc.), my program would not have been the success that it was. To the author -- Dave Meier (whom I have never met) -- I have these words: "Your book inspired me. It inspired me to design a great training program ... a training program even better than I could have imagined. Because of the importance of the training program, I will look back at the program as one of the great achievements in my life. And I owe it to you. Thank you."

12 of 12 people found the following review helpful.
excellent training tool
By kim
I was getting ready to prepare a training program for 44 persons when I read this book. Immediately! after I used the guidelines to prepare my session. Preparation was fast and easy -and fun! I really couldn't believe that it was that easy to apply and it has been one of my best sessions to date. I refer to it when I need a refresher or a new perspective. I definately reccomend this book for trainers who need to keep their material fresh and interesting (esp. in-house trainers).

8 of 8 people found the following review helpful.
Antiquated ideas
By Angela Risner The Sassy Orange
A company for whom I was doing some consulting had recently come across this book and was looking at it to reduce the time to develop and implement learning solutions. I read this so that I could understand what they liked about the approach and how it could be used.

Quite honestly, I thought the book was incredibly elementary. Yes, I suppose it could appeal to folks who are just starting out in instructional design. But it does reinforce some out-of-date concepts, such as learning styles (whether or not people are visual, auditory or kinesthetic learners.) Learning styles only mean that the learner themselves prefer to learn a certain way - not that they CANNOT learn in any other way. The learning styles theory is not one that should be promoted. Kirkpatrick's Four Levels of Evaluation are also promoted in this book, which is another old way of doing things. I would never do smile sheets (Level One) again and you can't measure knowledge transfer without defining success first and ensuring that the learning is not left to chance once the learner leaves the classroom. It takes a good six - nine months before true evaluation can take place. I also fight against Level Two evaluations - life is not a multiple-choice test.

I will agree that the best learning/knowledge transfer occurs when all senses are engaged. I agree that people learn best when they are actively engaged - whole body if possible. The pervasive standard of butts in chairs that extends from grade school through corporate training programs has been debunked over and over and yet no one is willing to make a change.

Outdated and irrelevant.

© Angela Risner 2014. Unauthorized use and/or duplication of this material without express and written permission from Amazon or Angela Risner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Angela Risner with appropriate and specific direction to the original content.

See all 34 customer reviews...

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