Saturday, January 21, 2012

The High Cost Of Sales Team Turnover

Even during a time of high unemployment, top salespeople are always in demand, and their skills are easily portable from one sales environment to the next. Losing them to a higher bidder or a more lucrative sales opportunity is too easy to be taken lightly.

The cost of hiring a new employee for any position is significant, whether an employee is fired or laid off or leaves voluntarily. The many formulas that calculate such costs vary widely, but can range upward of 200 percent of an employee's annual salary. That includes not only the obvious tangible costs of severance pay, vacation accrual, and job advertising and recruiting fees, but also indirect costs such as the staff time needed for paperwork, recruiting, resume reviews and interviews, and then new-hire orientation and training. Other hard to quantify costs can include customer dissatisfaction, poor employee morale and loss of revenue during transitions.

Let's assume the average salary in a given company is $50,000 per year. If the cost of turnover is 150 percent of salary, then the cost would be $75,000 per departing employee. For a company of 100 employees with a 10 percent annual rate of turnover, the annual cost of turnover would be an estimated $750,000.

Once you realize what it's costing, in both dollars and people assets, you'll want to seriously consider how to reduce your turnover rate. A first step for reducing turnover is understanding your turnover numbers and issues. Start by answering these four questions.

  1. What is your year-over-year average turnover rate?
  2. Can you tie significant changes in the rate to the workplace's physical environment?
  3. What is your turnover rate compared to your competition?
  4. Are there times during the year when people leave more frequently?

Answering these questions will help you to begin to understand some aspects of turnover within your sales force and you can start to find ways to reduce turnover in your organization.

Another important knowledge-gathering step is to conduct exit interviews and ask why your salespeople leave. While it can be difficult to get candid answers -- employees often realize there's nothing to be gained by saying anything negative -- asking exiting employees to rate factors on a scale of 1 to 5 can point to the problems in a more objective and equally productive manner. You can ask them, for example, to rate the level of sales support, management support, fairness of sales goals and fairness of compensation. Design your questions to determine whether you are creating an environment that salespeople can thrive in.

If you find those leaving feel that sales quotas are unattainable, that they can't live on their compensation between sales, or that they simply think they can make more money someplace else, you'll have a better understanding of what you can do to change the environment.

A great deal of employee turnover can be attributed to mistakes made during the hiring process. The problem lies in the employee selection process. Simply put, when you hire people for the wrong job, they leave.
There are hiring practices you can implement that will help reduce your turnover and increase retention of your best people. Here are a few:

  1. Make attracting high-performers part of your ongoing business practices so you are always "hire ready."
  2. Define your hiring criteria, including the job description, so that you hire the right people for the job.
  3. Learn how to screen resumes for top performers.
  4. Give your hiring managers the skills they need to do the job right.
  5. Gather the right kind of data to ensure your candidates have the requisite skills.
  6. Create a consistent and thorough interview and selection process.
  7. Hire salespeople by looking at three areas: experience, technical skills, and communication skills and problem-solving skills.

Too often hiring managers glean valuable insights into employee preferences, strengths and weaknesses during the hiring process and then fail to use the information as a resource to help develop and retain the employee. So rather than focusing exclusively on hiring, you should also begin to think about how to develop sales staff immediately. All that you learn during hiring can be used to continually improve the job-person fit.

Creating a development plan for your salespeople helps show them what they can do to grow and develop, to advance, to become more valued, and to be more satisfied in their work. Development plans also point out what kind of support and assistance they will need to get where they are going faster.

You and your employee will work on the development plan together, but the more involved the employee is in determining the areas to work on, the more committed that individual will be to accomplishing the goals. The objective is to create an environment that encourages continuing feedback from managers, which will help employees advance more quickly, achieve more, avoid unnecessary problems and setbacks -- and stay with your company.

The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent Katherine Graham-Leviss is the founder of XB Consulting, an executive coaching and business consulting firm based in Rhode Island. She is a keynote speaker and author of The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent, published by Entrepreneur Press.

Thanks to Katherine Graham-Leviss / Entrepreneur / Entrepreneur Media, Inc.
http://www.entrepreneur.com/article/220310

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Cultural Intelligence: A Guide To Working With People From Other Cultures By Brooks Peterson

Cultural Intelligence: A Guide to Working with People from Other Cultures

Cultural Intelligence: A Guide To Working With People From Other Cultures By Brooks Peterson

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Increase your cultural intelligence and sharpen your business acumen at the same time! Whether traveling abroad or working at home, businesspeople routinely face the challenge of understanding cultures different from their own. When misunderstandings arise, relationships can suffer. The good news is that cultivating cultural intelligence is a skill that can be learned, and Brooks Peterson can tell you how!Packed with dozens of engaging case studies and illustrations, Cultural Intelligence: A Guide to Working with People from Other Cultures is the perfect antidote for cross-cultural differences. Dr. Peterson defines what cultural intelligence is and explores the skills and characteristics required to work effectively with international clients, customers and business partners. Using a set of twenty business-oriented dimensions, Cultural Intelligence helps readers to define their own cultural style in six vital areas: management, strategy, planning, personnel communication and reasoning.

With a higher cultural IQ, you can strengthen workplace communication, build solid business relationships and improve your organization's bottom line.A very easy-to-read guide for companies or individuals looking to improve their business cultural awareness. I have recommended it to everyone I work with, especially my boss!* -Adriana Alfaro Zierten, Senior Program Manager Microsoft Corp. *A personal opinion only; it does not represent the opinion of Microsoft Corporation A unique, highly practical, easy-to-read, day-to-day manual [to help] understand and handle cultural differences. It is useful for everyday business interactions with people from all over the world. A must have book for the businessperson's library, Cultural Intelligence can help you break through and succeed in today's competitive global arena. -Augusto Franco, Brand Manager, Andean Region Unilever Best foods Cultural Intelligence is a must read for all HR professionals (and the clients we support!).

The author offers a refreshing departure from traditional discussions of diversity and presents the business case for understanding and building culture intelligence. -Raelyn Trende, Sr. Human Resources Representative Target Corporation This book contains much-needed practical material and relevant advice for the professional in today's global environment. Written in clear and easy-to-understand language, it's the most approachable culture book I've read. -Angela Qin Zhang, Regional Sales Manager, Asia Pacific, Archer Daniels Midland Company Cultural Intelligence is advanced life support for anyone to succeed in today's society. It is well written, with creative illustrations, and should be a must-read for anyone in the healthcare profession. -Felix Ankel, M.D., Residency Director, Emergency Medicine Regions Hospital, St. Paul, MN Assistant Professor of Emergency Medicine One of the strengths of Cultural Intelligence is its easy-to-read style. Brooks Peterson manages to explain to a newcomer to intercultural communication theory or practice what the concept of culture means, why it is important, what to pay attention to in intercultural interaction and, most importantly, how to improve one's cultural intelligence.-Markus Haag, Editor, dialog in.com ReviewsContentsAcknowledgmentsIntroduction1 What is Culture2 The Importance of Culture in Daily Work and Life3 What is Cultural Intelligence?4 Applying Cultural Intelligence in Daily Work and Life5 Knowing Your Cultural Style6 Increasing Your Cultural Intelligence Afterword Appendix Recommended Readings About the Author

Product Details
  • Amazon Sales Rank: #26015 in Books
  • Published on: 2004-01
  • Original language: English
  • Number of items: 1
  • Dimensions: .74" h x 6.98" w x 9.04" l, .79 pounds
  • Binding: Paperback
  • 250 pages
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Review
....An accessible, fascinating book, packed with useful, useable advice that no one who works internationally should ignore. -- IGM Notepad, Summer 2004

Basic tenent on learned cultural intelligence is summarized well. Thoughtful tools and useful chapter on using your own language better. -- Edge Magazine, November, 2004

About the Author
Brooks Peterson is founder and president of Across Cultures Inc., an international consulting firm serving global leaders. An experienced cross-cultural trainer, researcher and graduate-level educator, he has lived and traveled extensively around the world and now lives and works in Minneapolis. For more information, visit his website at www.acrosscultures.com. He is also the creator of a variety of instruments and resources for internationally-focused businesspeople, including the widely used Peterson Cultural Style IndicatorT, available online.

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30 of 30 people found the following review helpful.
5Cultural Intelligence
By Rhoda P. Erhardt
Cultural issues are not a new topic, but this book is so well written that it quickly becomes an interesting read and valuable learning tool for almost all of us, because of the world we live in, now and in the future. The author begins by explaining the importance of cultural intelligence for many of our business and personal interactions (with people from other ethnic groups at home and around the world), then listing what to expect (how the book is organized and why), and finally presenting a wealth of information about the topic (with vivid examples of how to apply it to our daily lives). Those examples are a clear indication that the author has accumulated his knowledge through wide reading, a variety of teaching contexts, and comprehensive practical experience in the field. The book identifies common cross-cultural dilemmas and offers practical solutions by outlining primary principles as a foundation for decision-making and describing how individual differences must be considered. The use of continuums throughout the book, and in the tool The Peterson Cultural Style Indicator, ensures that the reader understands and effectively uses the concept of Gray, versus Black and White, in human relationships. A good summary is the equation presented of Cultural Intelligence: Knowledge about Cultures + Awareness (of self and others) + Specific Skills (behaviors).

24 of 25 people found the following review helpful.
4Insightful!
By Rolf Dobelli
Imagine a guidebook that helps you navigate the uncharted lands of strange cultures or, at least, cultures that seem strange to you. Author Brooks Peterson is less concerned with social advice than he is with explaining how to manage broad cultural differences and avoid cultural egocentrism. While he soundly reviews measures of cultural differences, such as cultural scales, he avoids delving into complex, abstract theories with little practical application. His clearly written book treats all cultures objectively, covering broad tendencies without venturing into cultural generalities. He alerts you to the nuances of other cultures and your own. We strongly recommend this book to anyone who interacts with the values of other cultures on a regular basis - and, these days, that's just about everybody.

9 of 9 people found the following review helpful.
2"Culture for Dummies"
By Tamara
I am a professor of cross-cultural communication and have used this book for two semesters. The reason why I use it is because it has nice pictures, very simple English and graphs to help explain the issues of culture and I teach in English to ESL students. I give it to them as a "break" from the other heavier readings that we cover. The very sad part about this book is that when one knows the field, it is difficult to read someone talking about ideas that come from others and to not cite anyone, not anyone. Peterson does not even include a bibliography. To me, this is a serious lack of respect to those that have come before him in the field.

http://astore.amazon.com/amazon-book-books-20/detail/1931930007

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Create A World That Works: Tools For Personal And Global Transformation By Alan Seale

Create a World That Works: Tools for Personal and Global Transformation

Create A World That Works: Tools For Personal And Global Transformation By Alan Seale

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The tumultuous times we live in require new kinds of leaders who must be able to tap into the greater potential of any situation or circumstance, and partner with that potential for extraordinary results. Inspirational speaker and leadership coach Alan Seale offers the tools each of us can use to make a significant difference in a changing world.

Seale offers a new leadership paradigm that can carry us into a sustainable future and supports the greater good. Grounded in the convergence of ancient wisdom teachings, evolutionary consciousness, universal spirituality concepts, and the basic principles of quantum physics, he shows how to partner with the universal laws of energy to create a "Transformational Presence" by:

* Engaging your intuition

* Making choice and opportunity your habitual approach to life

* Clarifying and manifesting your potential

* Identifying and claiming the gifts you are here to share

* Stepping fully into your gifts and supporting others to do the same

And so we begin to tap into the greatest potential of ourselves, our families, our communities, companies, countries, and even our world, and have the courage to act on that potential for the greater good of all.

Product Details
  • Amazon Sales Rank: #170962 in Books
  • Published on: 2011-05-01
  • Original language: English
  • Number of items: 1
  • Dimensions: .90" h x 5.50" w x 8.40" l, .75 pounds
  • Binding: Paperback
  • 256 pages
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Review
"Ripple effect. This is what Create a World That Works is all about: moving from the deeply personal awareness and presence to the powerful impact I create around me, inspiring others to do and be the same. If Alan Seale can live it, so can I. And so can everyone else. This is the way we create a world that works. Simply. Beginning right now. This book shows you how." --Tine Gaihede, director, European Leadership, Copenhagen

"In Create a World That Works, Alan Seale helps us understand not only the importance of how we show up in the world, but also shows us how to discover and embody a personal presence that encourages transformation in the world. He masterfully weaves together ancient wisdom teachings with quantum science and offers clear, practical, and immediately applicable tools and models for doing transformational work. Underlying all of what he is saying is the deep belief of our interconnectedness. As we long for our personal transformation, we also participate in the transformation of a larger whole. This is a must-read book for leaders, coaches, and anyone called to make a difference in today's world." --Marita Fridjhon, ORSCC, MSW, PCC, CPCC, co-founder and CEO of CRR Global

"Seale weaves together the co-creative principles governing human culture in ways that will alter how you embody and express the evolutionary intelligence within yourself and the Universe. Few are the guides to this terrain who possess the intuition, compassion, and brilliance for activating the developmental potential of the human spirit." -Michael Bernard Beckwith, author of Spiritual Liberation: Fulfilling Your Soul's Potential

"The Chinese called the wish,'may you live in interesting times,' a curse, for it means transformation and transformation means danger. But the Chinese also knew that transformation is a crisis that is a danger as well as an opportunity. We need to learn that the crisis of the world is the opportunity for personal transformation. For only a transformed person can seize the opportunity offered by today's crisis. Create a World That Works shows how you and I, every one of us, can transform to be the architects of the world we can now create. Read it, and be the change we all need in the world." -Ervin Laszlo, author of WorldShift 2012: Making Green Business, New Politics & Higher Consciousness Work Together

"It's time isn't it? Time to create a world that really works. Alan Seale's new book is a deep, rich vehicle to do just that. It overflows with wisdom and gives you a roadmap so you can have heaven, here, now, on our earth. Enrich yourself and the world by reading it and then telling those who share your dream, your longing, for a world that works. This book will take you deeper into yourself and more powerfully out in the world through your service and contribution. Create a World That Works is destined to be a reference book for decades to come." -Martin Rutte, co-author of Chicken Soup for the Soul at Work, founder of Project Heaven on Earth

"Did you ever wonder if there was a book written which could help you determine how best to live your life to the fullest? Did you hope it would consider the deep longings of your soul, and your desire to make a difference in the world through service in the process of discovery of Self? If so, Create a World That Works is the book you must read, work and play with. Doors to a fuller life will open to you that you never imagined existed, and your life will become the blessing to the world it was designed to be." -Rev. Sally Hamlin, Minister, First Universalist Church of Rochester, NY

"Compelling, inspirational and concisely presented! Alan Seale has done a fabulous job of providing a powerful roadmap for those who are serious about living the transformative life. This book is not for enlightenment wannabes but for those who are committed to living more conscious lives. I plan to keep it handy and refer to it from time to time, and will be recommending it to many friends and colleagues. This book is a major addition to the global library for transformational living." -John Renesch, global futurist, author of Getting to the Better Future: A Matter of Conscious Choosing

"Create a World That Works is a masterful blending of scientific knowledge, spiritual wisdom and practical tools that takes the reader on a step-by-step journey of self-discovery on how to realize their greatest potential expression. Delivered with humility, clarity and boldness, it is a timely contribution of hope and possibility for a world in transition. Its genius is in laying out a universal guide that can be applied across a variety of settings--in families, schools, communities, businesses, governments and beyond." --Philip M. Hellmich, Senior Officer, Strategic Philanthropy Search for Common Ground

"Create a World That Works creates a new paradigm for leadership and service. It not only opens the door to new approaches to thinking and action-it shows us how! Alan Seale brilliantly brings together ancient wisdom with quantum understanding for practical application in daily life and leadership. Step by step, he unfolds the anatomy of transformation and shows us how to develop a personal presence that is transformational in service of a greater good. This book is a game-changer for leaders, coaches, visionaries, and anyone who wants to make a difference." -Patricia Aburdene, author of Megatrends 2010

"Alan Seale's unique ability to combine ancient wisdom with modern knowledge and experience makes him a master at building bridges of understanding and action. In this new book, he gives coaches and leaders the practical and powerful skills and tools they need to create a world that works. He is truly one of the leading visionaries in coaching, leadership, and global transformation." -Anna Lena Smith, Director of Training, CoachWalk Academy, Malmö, Sweden

"In Create a World That Works, Alan Seale shows us that creating an authentic relationship with ourselves gives us a powerful relationship with the world--a relationship in which we have a say in how life will go. This is a relationship that is beyond what the past indicates is possible. Alan's subtitle promises tools for transformation. What he provides is an approach to transformation that scales from personal to global." --Mel Toomey, LHD, founder, Center for Leadership Studies, scholar in residence at the Graduate Institute

"Most models for leadership describe how a leader can have an impact on an organization. Most models for change assume a leader with a visionary plan and measurable, communicable goals. Real leaders today, however, realize that by the time the plan is put into action, the needs of the organization have already moved on. Leaders find themselves chasing the very change they are supposed to be leading. In Create a World That Works, Alan Seale proposes a model for transformational leadership--indeed for all human initiative!--that works instead by co-creating the change that wants to happen. Instead of planning to meet today's changes with yesterday's information, leaders will find themselves working backward from tomorrow's potential to what needs to happen today in order to get there. I cannot emphasize enough the power of Seale's invitation to leaders to be the transformational presence they plan on." Rev. Peter Heinrichs, United Church of Christ minister

About the Author
Alan Seale is an award-winning author, inspirational speaker, leadership and transformation coach, and founder and director of the Center for Transformational Presence. He is the author of Intuitive Living: A Sacred Path and Soul Mission/Life Vision. He has served on the faculties of Kraal Center for Yoga and Health, Chautauqua Institution, the New York Open Center, Wainwright House New York City's Learning Annex, and has been a featured speaker at the International Coach Federation annual conferences. Visit him at www.transformationalpresence.org.

Cheryl Dorsey is the president of Echoing Green, a global nonprofit that provides seed funding and technical assistance to emerging social entrepreneurs with ideas for social change.

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0 of 0 people found the following review helpful.
5Powerful and cutting-edge - essential reading for truth-seekers and change-makers
By WillyP
I was blown away when I first read this book and have since enjoyed revisiting the material and experiencing the many powerful exercises included. The book provides a remarkably deep and broad summary of reality from defining basic yet profound personal perspectives and means of engaging with life to an overview of Quantum Physics (done with humility and a recognition the reasonable interpretations it draws are , like any interpetations, just that, interpretations) to an exploration of our most subtle levels of reality and experience to an introduction to the Hermetic Principles. Above all it is unusually experiential for a book - carefully selected exercises and questions to the reader accompany each section such that the understanding one gains moves beyond the merely conceptual. I have studied 'truth' using all methods of enquiry I have been able to lay my hands on - observation, scientific, meditative self-enquiry, philosophical, psychological, etc etc - for over a decade and regard this book as essential reading for anyone seeking to understand themselves and their world better. If you wish to be the change in this world you will need to understand and embody the principles masterfully brought forth in this book - reading it will help you do so. Highly recommended!

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The Hidden Costs Of Employee Turnover

Employee turnover has some obvious costs associated with it, including recruitment, training and salary. However, every time an employee leaves, there are a variety of hidden costs you might not have considered, says Toronto-based human resources consultant Tom Armour. While you might not be writing a check for these costs, here is how turnover can drain dollars:

Slippage. When an employee is missing, the work that isn't getting done has a price attached to it, Armour says. Lost sales, production delays and lags in new product introductions all cost your company money.

Ripple effect. Turnover has an impact on the peer group, as well as the management chain, making everyone less effective. Co-workers need to pick up the slack, distracting them from achieving their own performance goals while managers need to devote time to finding a new employee. "One CEO I spoke with had his five-year growth plan turn into a six-year plan because of delays due to employee turnover," Armour says.

Customer loss. When a knowledgeable employee leaves, taking experience and customer service ability with him or her, that can have an impact on customer satisfaction. "Customer commitments are often not met, and the company loses important customers," Armour says. "Dealing with trainees can be challenging. If you have a lot of unwanted turnover, customers can get annoyed or begin to lose interest in your business."

Lost credibility. Turnover is a cost to management in two ways, Armour says: Management can lose credibility when it creates an environment with excessive turnover, and existing employees can become demoralized and decide to move on.

It's important for smaller businesses in particular to work on creating environments that retain employees. "Too often, small-business owners don't consider how important it is to invest time and resources into their employees," he says. "Either way, you pay."

Thanks to Gwen Moran / Entrepreneur / Entrepreneur Media, Inc.
http://www.entrepreneur.com/article/220254

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Tips To Manage A Successful Sales Team

Want to boost your business? It's time to set your salespeople free.

As economic times become more uncertain, companies are increasingly seeking to boost their sales operations to try to capture more market share. But properly running a successful sales department requires a special touch and technique.

As a consultant, I've spent years studying the behavior of successful salespeople. In many cases, high-performing salespeople have strong personalities. They're the types of people described as social and verbally aggressive. They're optimistic, good persuaders, visionaries of the big picture, people-oriented, and team-oriented.

Great salespeople also tend to be into solving problems and driving for results. They're positive in their attitude, powerful and authoritative.
The traits that make them so great at sales also can lead to traits that present difficulties for managers. They can be impulsive, demanding and unrealistic in their expectations. They may lack attention to detail and are often disorganized.

If you are more methodical, analytical or process oriented, you may get easily frustrated running a sales department. But those who are good at running a sales department learn how to manage around these issues.

There are certain styles of management that I've often found are a good fit for sales departments. Here are four tips for managing successful sales pros.

  • Avoid rulemaking. Great salespeople generally want freedom. They want autonomy. Compliance doesn't work for these people. The better you're able to remove the obstacles and set them up to produce those results, the more successful they will be -- and you will be. Don't ever tell them what they can't do, because they will simply focus their creativity on finding ways to overcome your rules.
     
  • Become a coach. That means asking, not telling your high performers what to do. Ask them to put themselves in your shoes over a particular issue, and discuss a variety of possible options. Let them own the solution to whatever obstacle is at hand.
     
  • Let them do what they do best. In order to motivate and lead salespeople effectively, you want to think about what's important to them and what drives them. If you have employees who are not great at details and writing proposals but they're great at selling, then let them sell. Find someone else to compensate in some way to support them on the detail.
     
  • Give them pats on the back. You need to recognize them. Especially with top-performing salespeople, money isn't often the main driver. It's really about being respected. It's achieving and getting those results.

If you adapt your management style to meet their needs, and understand the behaviors needed to do it, you'll have a lot fewer headaches. And your salespeople will thrive.

This article is an adapted excerpt from The Perfect Hire: A Tactical Guide to Hiring, Developing and Retaining Top Talent by Katherine Graham-Leviss published by Entrepreneur Press, 2011.

The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent Katherine Graham-Leviss is the founder of XB Consulting, an executive coaching and business consulting firm based in Rhode Island. She is a keynote speaker and author of The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent, published by Entrepreneur Press.

Thanks to Katherine Graham-Leviss / Entrepreneur / Entrepreneur Media, Inc.
http://www.entrepreneur.com/article/222599

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Fundamental Malaria Discovery

ScienceDaily (Jan. 20, 2012) — A team of researchers led by Kasturi Haldar and Souvik Bhattacharjee of the University of Notre Dame's Center for Rare and Neglected Diseases has made a fundamental discovery in understanding how malaria parasites cause deadly disease.

The researchers show how parasites target proteins to the surface of the red blood cell that enables sticking to and blocking blood vessels. Strategies that prevent this host-targeting process will block disease.

The research findings appear in the Jan. 20 edition of the journal Cell. The study was supported by the National Institutes of Health.

Malaria is a blood disease that kills nearly 1 million people each year. It is caused by a parasite that infects red cells in the blood. Once inside the cell, the parasite exports proteins beyond its own plasma membrane border into the blood cell. These proteins function as adhesins that help the infected red blood cells stick to the walls of blood vessels in the brain and cause cerebral malaria, a deadly form of the disease that kills over half a million children each year.

In all cells, proteins are made in a specialized cell compartment called the endoplasmic reticulum (ER) from where they are delivered to other parts of the cell. Haldar and Bhattacharjee and collaborators Robert Stahelin at the Indiana University School of Medicine-South Bend (who also is an adjunct faculty member in Notre Dame's Department of Chemistry and Biochemistry), and David and Kaye Speicher at the University of Pennsylvania's Wistar Institute discovered that for host-targeted malaria proteins the very first step is binding to the lipid phosphatidylinositol 3-phosphate, PIP, in the ER.

This was surprising for two reasons. Previous studies suggested an enzyme called Plasmepsin V that released the proteins into the ER was also the export mechanism. However, Haldar, Bhattacharjee and colleagues discovered that binding to PIP lipid which occurs first is the gate keeper to control export and that export can occur without Plasmepsin V action. Further, in higher eukaryotic cells (such as in humans), the lipid PIP is not usually found within the ER membrane but rather is exposed to the cellular cytoplasm.

Haldar and Bhattacharjee are experts in malaria parasite biology and pathogenesis. Stahelin is an expert in PIP lipid biology, and David and Kaye Speicher are experts in proteomics and a method called mass spectrometry.

Their interdisciplinary collaboration reveals a fundamental, novel cellular function, whose disruption can provide new therapies that are urgently needed for malaria.

Story Source: The above story is reprinted from materials provided by University of Notre Dame. Note: Materials may be edited for content and length. For further information, please contact the source cited above.

Thanks to Science Daily
http://www.sciencedaily.com/releases/2012/01/120120184532.htm?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+sciencedaily+%28ScienceDaily%3A+Latest+Science+News%29

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Hole's Essentials Of Human Anatomy & Physiology By David Shier, Jackie Butler, Ricki Lewis

Hole's Essentials of Human Anatomy & Physiology

Hole's Essentials Of Human Anatomy & Physiology By David Shier, Jackie Butler, Ricki Lewis

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Designed for the one-semester anatomy and physiology course, Hole's Essentials of Human Anatomy and Physiology assumes no prior science knowledge and supports core topics with clinical applications, making difficult concepts relevant to students pursuing careers in the allied health field. The unparalleled teaching system is highly effective in providing students with a solid understanding of the important concepts in anatomy and physiology.

Product Details
  • Amazon Sales Rank: #8906 in Books
  • Published on: 2011-01-11
  • Original language: English
  • Number of items: 1
  • Binding: Hardcover
  • 640 pages
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About the Author
David Shier teaches at Washtenaw Community College in Ann Arbor, Michigan and is the biology department chair. He received his Ph.D. in physiology from the University of Michigan.

Jackie Butler is chair of the Department of Science at Grayson County College. She did her graduate studies in Neuroscience at the University of North Texas.

Ricki Lewis is the author of Human Genetics, founding author of Life, and co-author of two human anatomy and physiology textbooks, all published by McGraw-Hill Higher Education. She is also the author of the essay collection Discovery: Windows on the Life Sciences and the novel Stem Cell Symphony, and many magazine and journal articles. Dr. Lewis teaches "Genethics" at the Alden March Bioethics Institute of Albany Medical Center, and is a genetic counselor with CareNet Medical Group in Schenectady, New York.

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2 of 2 people found the following review helpful.
5AMAZING!!
By Bridgett Cupcake
Very, Very helpful book. It is very easy to read and understand. There are little tables throughout each chapter with main vocabulary or main terms and a simple definition and where it is used/found in the body. This is a great Anatomy book, I highly recommend this book to anyone. Everything is explained in enough detail for you to understand the basics and a little bit further than basics.

http://astore.amazon.com/amazon-book-books-20/detail/0073378151

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Getting Change Right: How Leaders Transform Organizations From The Inside Out By Seth Kahan

Getting Change Right: How Leaders Transform Organizations from the Inside Out

Getting Change Right: How Leaders Transform Organizations From The Inside Out By Seth Kahan

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Product Description

An innovative communication method for making change happen in any organization

Getting Change Right presents a new view of leadership communication that says change doesn't flow top-down, bottom-up, or sideways, but inside-out. This is how change spreads through a complex system successfully-the other options are force or failure. Based on years of experience with organizations around the world, change expert Kahan presents a new model of communication, one that moves from a transactional view of information exchange to a collaborative construction of shared understanding. When the right people are having the right conversations and interactions, then they act in concert even though the situations they confront independently are impossible to predict or coordinate. This dynamic practitioner's guide to implementing change

  • Presents the innovative co-creation communication model for creating change
  • Reveals how communicating with a company's most valuable players is at the heart of organizational change
  • Draws on the author's wealth of experience with Fortune 100 companies, leading government agencies, and associations

Getting Change Right offers business insights and field-tested, practical techniques that can be put to work immediately.

Product Details
  • Amazon Sales Rank: #210205 in eBooks
  • Published on: 2010-03-25
  • Released on: 2010-03-25
  • Format: Kindle eBook
  • Number of items: 1
Editorial Reviews

From the Inside Flap

"Calling on expertise and insight honed by years of top-tier management consulting and thought leadership, (Kahan) writes with warm savvy and a rare technical expertise that informs leaders on how they can strategically and logistically enact change the first time around." -from the Foreword by Bill George

Change doesn't flow top down, bottom up, or sideways, but inside out. Real change happens only when people want it to happen, when they feel engaged. Without engagement, you are left with two alternatives: force and failure.

In Getting Change Right, Seth Kahan challenges you to approach change in a whole new way. Based on years of experience with organizations around the world, Kahan presents a new model of leadership communication-one that moves from top-down dictums to the collaborative construction of shared understanding.

Filled with techniques, templates, and guidelines, Getting Change Right is, first and foremost, a practitioner's guide to implementing change. Presenting a critical shift from the old mind-set of coming up with a good idea and then pushing it through with mandates, Kahan shows how the way to successful, authentic change is through engagement-the need to connect to people, to listen as much as to share ideas, and to involve as many key people as possible in the realization of their goals. When the right people are having the right conversations and interactions, they act in concert, even when the situations they confront are unpredictable.

This hands-on guide offers sample dialogues, questions, assessments, and all-new "Expert Input" from leading change authorities John Kotter, Stephen Denning, and James Wolfensohn, among others.

Getting Change Right goes beyond mere suppositions and hypotheses. It offers business insights and field-tested, practical techniques that you can put to work immediately. This is your guidebook to making change happen in any organization.

From the Back Cover

Praise for Getting Change Right

"What an exciting read! Every page explodes with cutting-edge ideas, practical advice, and the wisdom of experience. Today, so many speak about fear of our rapidly changing conditions. However, as Seth Kahan convincingly demonstrates, by harnessing the power of collaborative relationships, positive transformation is possible everywhere. And he shows us the way!" -Kenneth J. Gergen, president, the Taos Institute and author, Relational Being

"Organizations recognize the need for change and the relative speed and accuracy that is required for effective execution. The challenge is 'how' to do it. People are the secret ingredient and Seth Kahan clearly offers the path to get you there. This is a must-read 'NOW' for any leader or organization looking to make bold moves in order to stay competitive." -George A. Castineiras, senior vice president, Prudential Financial, Inc.

"Break through the standard paraphernalia of most change programs-budgets, mandates, plans, PowerPoint, top-down directives, and roll-out. Getting Change Right reveals how big change happens fast by engaging with people and creating conversations that cascade through the organization, igniting widespread energy and enthusiasm." -Stephen Denning, author, The Leader's Guide to Storytelling and The SecretLanguage of Leadership

"In Getting Change Right, Seth Kahn provides practical advice supported by real-life examples that every leader can use to lead effective change. Seth emphasizes that people, their diverse viewpoints, and their relationships and connections are the real keys to successful change. All leaders transforming their industries and professions can benefit from keeping these important tenets in mind." -Chris McEntee, CEO, American Institute of Architects

"Seth Kahan delivers that rare blend of wisdom and practicality in an engaging and entertaining read that is at once both blueprint and playbook. If Getting Change Right isn't in your arsenal, odds are you'll get change wrong." -Matthew E. May, author, In Pursuit of Elegance and The Elegant Solution

About the Author

Seth Kahan is an international speaker, trainer, and consultant who has worked with CEOs and senior leaders responsible for large-scale change around the world. He is the author of Fast Company's expert blog "Leading Change" (SethFast.com), and a regular contributor to the Washington Post column "On Success" (SethPost.com). He is an Associate of the Taos Institute. Kahan received the designation Visionary by the Center for Association Leadership, and The Society for the Advancement of Consulting has recognized him as a Thought-leader and Exemplar in the field of Change Leadership.

Customer Reviews

Most helpful customer reviews

3 of 3 people found the following review helpful.
5How to "till, plant, nurture, weed, and harvest affinities"
By Robert Morris
One of this book's greatest strengths is Seth Kahan's unique ability to focus on the most important "whats" of change initiatives and then explain with both precision and eloquence how to do what must be done to ensure the success of those initiatives. He draws upon a wealth of real-world experience from which he learned a number of valuable lessons. He cites seven in the Introduction to this book, then devotes a separate chapter to each:

1. Communicate so that people get it and spread it.
Comment: Kahan correctly begins with this basic rule because all change initiatives require cooperation and collaboration, both of which depend on constant and effective communication between and among those involved.

2. Energize your most valuable players.
Comment: You already know who they are, the ones you dread losing to illness, retirement, spouse relocation, or (worst of all) to a competitor. The best way to energize them is to recognize them: make them feel appreciated.

3. Understand the territory of change.
Comment: Many (most?) of the barriers to change are cultural, the result of what James O'Toole (in Leading Change) aptly characterizes as "the ideology of comfort and the tyranny of custom." Kahan explains how to create a "map" of what is certain to be perilous "territory."

4. Accelerate change through communities that perform.
Comment: Kahan calls them "thematic groups." Seth Godin calls them "tribes." However described, their members share a common vision and passion to make that vision a reality by creating "systemic pull."

5. Generate dramatic surges in progress
Comment: Kahan recommends special and frequent "face-to-face events" that attract and then energize the most valuable change agents. The objective is to transform believers to evangelists.

6. Break through logjams
Comment: Kahan advocates a "SWAT team mentality": expect trouble (i.e. resistance), anticipate and prepare for it, engage it with sufficient force of conviction and determination.

7. WorkLifeSuccess to sustain high performance in the midst of change.
Comment: "By this, I mean doing whatever it takes to achieve and sustain overall excellence." Kahan envisions leadership at all levels and in all areas. He suggests that change agents must be "practical visionaries," people "with their eyes on the horizon and their feet on the ground."

Kahan himself is a "practical visionary," sustaining throughout his lively narrative a sharp focus on what works, what doesn't, and why. I especially appreciate his skillful use of a number of reader-friendly devices such as checklists and summaries of key points as well as contributions from prominent business thinkers such as Ken and Mary Gergin ("Social Construction and Leading Change"), Steve Denning ("Operating Without Budget or Authority"), Rick Stone ("The Power of the Story"), Jim Wolfensohn ("Talking to Everyone"), Madelyn Blair ("Storylistening for Reconnaissance"), Etienne Wenger ("Communities of Practice"), Lesley Shneier ("The World Bank's Knowledge Fairs"), Larry Forster ("The Competency for Collaboration"), and John Kotter ("The Greatest Positive Impact"). It seems especially appropriate for Kahan to include such a variety of perspectives, given the inherent ecumenical nature of change agency. I also want to commend him for also providing two appendices, "Sample Strategic Engagement Plan" and JumpStart Storytelling."

Congratulations to Seth Kahan on a brilliant achievement. Bravo!

1 of 1 people found the following review helpful.
5Right on Target!
By R. Reese
Wow! What a great reference and inspirational book for leading change. The writing is crisp and inspiring and the content is the perfect fit for the IT organizational change I'm leading. Our challenge is to get a lot of independent-minded and task-focused people to see how they can contribute to making things work better for everyone. The expert cameos are great. The stories of hands-on success are even better, providing a template for approaches that will really make a difference. This book is a must-read for change leaders!

0 of 0 people found the following review helpful.
5The Right Book at the Right Time
By Rod Collins
"Getting Change Right," is a timely guide for leaders who need to "get it right the first time" if they are to have any hope of sustaining success in today's faster paced markets. Given the accelerating pace of change in these first decades of the 21st century, leaders can no longer rely upon hierarchical authority, top-down directives, or the mechanics of compliance to accomplish needed changes. According to Seth Kahan, the key to successfully managing at today's pace of change is "engagement." Successfully leading change means embracing the notion that workers are volunteers who must be partners in building a shared understanding about the work that needs to be done. Because shared understanding can't be mandated, leaders need to facilitate important conversations rather than present complete solutions when approaching their staffs. These conversations need to welcome diverse - even opposing - points of view for shared understanding to catch fire and achieve extraordinary performance.

This book shows business leaders how they can quickly and effectively transform their slow-moving hierarchical bureaucracies into efficient collaborative communities that continually delight customers and sustain consistent success in fast moving markets. Kahan outlines the seven lessons that collectively hold the key for engaging employees and getting change right. He provides practical techniques that leaders can immediately apply to catapult their performance. These include "Springboard Stories," which are real life examples that leaders can use to illustrate where a desired change has already taken place. "Touchstone Events" are gatherings that allow everyone to connect with what is essential to the work of change in a way that engenders powerful forward momentum. And "Breakthrough Sessions" are meetings that bring geographically dispersed people together to pool their knowledge and create collective intelligence to overcome entrenched obstacles in the brief span of a few short days.

If change is not an option and you have to get it right, you can't go wrong with this book.

http://astore.amazon.com/amazon-book-books-20/detail/B003E8AJQU

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The Oz Principle (Smart Audio) By Roger Connors, Tom Smith, Craig Hickman

The Oz Principle (Smart Audio)

The Oz Principle (Smart Audio) By Roger Connors, Tom Smith, Craig Hickman

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Product Description

The Oz Principle is the groundbreaking work that demonstrated the vital role of accountability in the achievement of business results and the improvement of both individual and organizational performance. With more than a half-million copies sold, The Oz Principle has emerged as one of the most influential and useful business ideas of recent times. The Oz Principle shows how to overcome The Blame Game that is so prevalent in organizations today. By taking the Steps To Accountability® and helping people See It®, Own It®, Solve It® and Do It,® the authors help people take accountability and move Above the Line® to take ownership for overcoming obstacles and getting results. The book spells out how to capture the power of positive accountability by helping people at every level of the organization ask the question, "What else can I do?" to achieve the result. The Oz Principle changed the fate of hundreds of companies because it works! People want to be accountable. Taking ownership of a business is exciting. So is improved performance. That's why accountability has become a core management value for thousands of organizations throughout the world.
 
Product Details
  • Amazon Sales Rank: #45740 in Books
  • Published on: 2009-06-01
  • Formats: Abridged, Audiobook, CD
  • Original language: English
  • Number of items: 3
  • Binding: Audio CD
Editorial Reviews

Review

"The Oz Principle describes what we've all suspected - that it isn't just America in crisis, but the American character. The good news is that Connors, Smith, and Hickman also describe the 'yellow brick road' we must follow to rebuild the dominant qualities to achieve success." —Stephen R. Covey, author of The Seven Habits of Highly Effective People

About the Author
Roger Connors and Tom Smith are cofounders of Partners in Leadership, an international management consulting firm with hundreds of clients in almost all major industries. They are also the coauthors of Journey to the Emerald City, a sequel to The Oz Principle. Craig R. Hickman is coauthor of the international bestseller Creating Excellence and author of Mind of a Manager and other business books.

Customer Reviews

Most helpful customer reviews

30 of 35 people found the following review helpful.
5Revised, Updated, and Invaluable
By Robert Morris
In this revised and updated edition, the co-authors share with their reader what they have learned since their book was first published in 1994. Then and now, their objectives are the same: "...to help people become more accountable for their thoughts, feelings, actions, and results; and so that they can move their organizations to even greater heights. And, as they move along this always difficult and often frightening path, we hope that they, like Dorothy and her companions, discover that they really do possess the skills they need to do whatever their hearts desire."

In this volume, Connors, Smith, and Hickman invoke once again a core concept of a "Line" below which many (most?) people live much (most?) of the time. Theirs is the attitude of victimization: They get stuck on a "yellow brick road" by blaming others for their circumstances; they wait for "wizards" to wave their magic wands; and they expect all of their problems to disappear through little (if any) effort of their own.

What to do? Connors, Smith, and Hickman explain (step-by-step) how to Live Above the Line by assuming much greater accountability for whatever results one may desire. This can be achieved through a four-step process:

"See It": Recognize and acknowledge the full reality of a situation

"Own It": Accept full responsibility for one's current experiences and realities as well as others'

"Solve It": Change those realities by finding and implementing solutions to problems (often solutions not previously considered) while avoiding the "trap" of dropping back Below the Line when obstacles present themselves

"Do It": Summon the commitment and courage to follow through with the solutions identified, especially when there is great risk in doing so

How easy it is to summarize this four-step process...and how difficult it is to follow it to a satisfactory conclusion. (When composing brief commentaries such as this, I always fear trivializing important points.) Connors, Smith, and Hickman have absolutely no illusions about the barriers, threats, and challenges which await those who embark on this "journey" to accountability.

As they indicate in this new edition of their book, they have accumulated a wealth of information during the past decade which both illustrates and reconfirms the importance of making a personal choice to rise above one's circumstances and assume the ownership of what is required to achieve desired results. This is precisely what Theodore Roosevelt had in mind when praising "the man in the arena" and what W.E. Henley asserts in the final stanza of "Invictus":

"It matters not how straight the gate,
How charged with punishments the scroll,
I am the master of my fate:
I am the captain of my soul."

Organizations are human communities within which everyone involved must somehow balance personal obligations to themselves with obligations to others. For me, the interdependence of these obligations best illustrates the importance of the Oz Principle: "Accountability for results at the very core of continuous improvement, innovation, customer satisfaction, team performance, talent development and corporate governance movements so popular today." Connors, Smith, and Hickman go on to observe, "Interestingly, the essence of these programs boils down to getting people to rise above their circumstances and do whatever it takes (of course, within the bounds of ethical behavior) to get the results they want," not only for themselves but also for everyone else involved in the given enterprise.

Connors, Smith, and Hickman cite Winston Churchill's admonition, "First we shape our structures, and then our structures shape us." Were the Steps to Accountability easy to take, if everyone lived and labored Above the Line, there would be no need for this book. There is much of value to be learned from L. Frank Baum's account of the perilous journey which Dorothy and her companions share. What they finally realized -- and so must we -- is that, to paraphrase Pogo, "We have met the Wizard and he is us."

34 of 41 people found the following review helpful.
3Corporate Copyrighting of the Great Western Tradition
By Brent Blackhurst
The Oz Principle chronicles the journey from victimization to accountability, a journey which is desperately needed in the work world today. For this I applaud the authors in their successful endeavors to raise this issue and bring it to light. Self-awareness is the truest path to overcoming. I have been in management for 38 years, and I have seen the victim mentality in others as well as in myself. This slavish mentality is crippling and needs to be transcended.

However, I also have a BA in philosophy, which I received at the young age of 21, and I have continued to study it. The journey of which The Oz Principle speaks is nothing new. This journey inspired and was undertaken by most philosophical, religious, and historical traditions of the West, starting with Abraham when he heard his name called. The road from victimization to emancipation, whether traveled by Moses on the exodus to the Promised Land or by Martin Luther King Jr. on the marches to civil rights, has been one manifestation of this mythical and primordial task. The road from victimization at the hands of the British Crown to political freedom, as witnessed in the writings of Thomas Payne, Patrick Henry, Thomas Jefferson, and James Madison, is another. The list goes on: From the victimization of mere opinion to the freedom of knowledge as described by the Allegory of the Cave in Plato's Republic. From being victimized and found guilty by the law to the shattering epiphany of apprehending the original grant, the original gift, the original covenant, as shown in the Epistles of Saint Paul. From being trapped and ruled by hidden memories and fears inside the unconscious to the bright, open expanse of self-awareness uncovered by psychoanalysis, initially heralded by Sigmund Freud. The journey becomes even more crystalized in Aristotle's portrayal of the Magnanimous Man and in Nietzsche's Overman. The Oz Principle cannot hold a candle to these great historical and literary movements.

The best summary of this hero's journey, for it is a hero who makes the leap out of victimization, is Joseph Campbell's "Hero with a Thousand Faces." Campbell breaks down the leap from victimization to authenticity into several stages. Among them are the call to adventure, the refusal of the call, the crossing of the first threshold, the belly of the whale, the road of trials, the ultimate boon, the refusal of the return, the crossing of the return threshold, and the freedom to live.

The greatest difference, however, between The Oz Principle and these other lives and works is that none of these others attempted to copyright this universal experience. I don't recall Martin Luther King Jr. ever trying to copyright the expression "We shall overcome," or "I have a dream today." Yet The Oz Principle is embarrassingly filled with short italicized phrases with a copyright circled "R" after them. Examples are Steps to Accountability, Below the Line, Above the Line, See It, Own It, Solve It, Do It. It's a good thing they didn't put the word "just" in front of "do it," or Nike might be suing them.

Socrates, the greatest thinker of the West and a self proclaimed philosopher, spent inordinate time differentiating himself from the sophists, who were speakers and writers who sold their knowledge for money. The sophists claimed to have the secret to life for a fee. Socrates never took any money, but he liberated many more people, and not just in his own time either. He knew that this universal human journey did not belong to just one man. He never passed the basket around after his sermons.

Returning from my philosophical journey and re-opening my eyes within the shadows of my managerial career, I fully recognize that I live in the 21st Century where capitalism rules, and rules rightfully so. Corporations create efficiencies, and six and a half billion people could not live without those efficiencies. The authors of The Oz Principle have a right to earn a living. So I recommend that you buy the book, if you are in management. In fact, I recommend it even if you are a union worker who believes himself victimized by corporations. I also recommend you attend the authors' seminars. Just remember that their road is only a small part of the human journey, a human journey that shall one day transcend and overcome the 21st Century. If the human journey is an ocean, The Oz Principle rations it with an eye drop.

In his famous play, Shakespeare, through his character Hamlet, asks "whether 'tis nobler in the mind to suffer the slings and arrows of outrageous fortune" (victimization) "or to take arms against a sea of trouble and by opposing end them" (taking control of one's own life). Yet "Hamlet" is a tragedy, which shows what is really at stake in this human journey. Certainly Martin Luther King Jr. did not have a happy ending to his personal life, although his crusade continues to inspire generations. Socrates was sentenced to death by the Athenian democracy who tired of his calling citizens to task and to responsibility. Acknowledging and consenting to one's own death is a necessary part of the hero's journey. This acknowledging and consenting is not possible for a corporation, because it is not flesh and blood. Of all the examples that exist in the history of the West, the authors of this book chose "The Wizard of Oz," a children's fantasy with a happy ending. Choosing fantasy over tragedy is not just a sign of this book. Perhaps it is a sign of our times, and points to our inability to overcome the 21st Century.

With its copyrighting and its seminars, the Oz Principle exemplifies the Wizard, a sophist in his own right, more than it teaches us about Dorothy or any of her friends. The Wizard plays a part but ultimately is a comical figure, trying just to hold on and find a place for himself, much like the rest of us. He refuses to confront his own death, and he refuses to deal with the scariest danger confronting his age and his dominion. He leaves it to those who take a deeper ownership of their lives, an ownership that is not possible through copyrighting.

11 of 12 people found the following review helpful.
5I built a company culture on this book!
By JR
I'm now using this book to build a corp. culture for the second time. I buy a copy for every employee. I know they don't all read it. But, we use it as the text for company meetings, training and performance expectations. Big help in getting people to take more responsibility for our success as a company.

http://astore.amazon.com/amazon-book-books-20/detail/1598596144

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