Blog Smith

Blog Smith is inspired by the myth of Hephaestus in the creation of blacksmith-like, forged materials: ideas. This blog analyzes topics that interest me: IT, politics, technology, history, education, music, and the history of religions.

Friday, October 29, 2021

Qualifying Questions About the Decision Maker


Qualifying Questions About the Decision Maker
  1. Who else is involved in this process?

  1. At the end of the day, who will help you reaching a decision?

  1. Is there anyone else I should be meeting with to get the full picture and what your needs are?

  1. I’ve found that husbands/wives/family members, etc. almost always want a say in this decision.

  1. Should we bring them into this conversation?

  1. Who else will sign on the dotted line?

Thursday, October 28, 2021

Motivating Your Team with Mission and Values


Motivating Your Team with Mission and Values
Takeaways
“One of the most important things any leader at any level in the organization can do is to be a personal role model. It doesn’t do any good if you have a set of values you want practiced but you, as a leader, are behaving differently. That’s the end of that game.“ Jack Welch
Living and Breathing Your Mission
What it Means
All too often, a mission statement is just a plaque on the wall. Your mission must come to life through your actions every day. Great leaders constantly inspire and guide their team’s behaviors. They understand that the mission defines how they will win in their business and that it is only valuable if it is understood and practiced by everyone.
Why it Matters
·         Your people won’t live and breathe your mission if you don’t.
·         It inspires better performance by rallying the team around a common vision of success.
·         It provides clear targets and vivid direction.
·         It allows a “behavior = reward” evaluation model that removes ambiguity about who is doing a good job and why.
·         It focuses activity and energy to make sure that everyone is working on the tasks that take the company forward.
·         “Busy work” gets quickly identified and removed in companies that align values and actions with the mission every day.
Action Plan
Living and Breathing Your Mission
As a leader, you have to do two things with the mission and values of your organization:
·         Live it yourself and set an example—every day
·         Reward team members who are living the values you set through their behaviors.
Ultimately, when you talk about every behavior you want practiced in your company, you are talking about its values.
Your Starting Point
One of your critical roles as a leader is to create and sustain the passion, energy, and reward structure for achieving the goals that your organization and your team have set. Ask yourself:
1.       How frequently do I communicate the mission to my team?


2.       When I speak about the mission, do I do so in ways that provide clear, vivid examples of how actions can support it and drive the organization forward?


3.       What can I do as a leader to make sure that living and breathing the mission is central to everything my team does every day?


4.       Do our values align with our mission? How do I assess my team’s values (or behaviors) in achieving our mission?


5.       When I see somebody on my team demonstrating the values of the organization, do I praise that person and make specific reference to the values they are demonstrating?


6.       Do the reward systems that I have put in place reinforce the behaviors I am trying to drive?


Quick Wins in Motivating Your Team with Mission and Values
Bringing the mission to life is one of the most challenging, but necessary keys to winning. If your team isn’t living the mission, then it becomes nothing more than nice words on a piece of paper.
If you aren’t leading by example, commit today to identify ways you can immediately demonstrate your organization’s values and make the vision come alive through your daily activities. The steps below cost nothing and require almost no planning, but they will send the message that you lead by example.
·         Make sure the mission provides clear targets and vivid direction
·         Identify examples in your own behavior every day that demonstrate the values you seek.
·         Talk about the mission and values. Yes, that’s right, just open your mouth and start talking about them all the time. Use them as part of your daily conversation. Use them throughout team meetings. Use them when your department is struggling with a decision on a product, process, or whether to go after a new market.
·         Acknowledge when you see others living the mission and demonstrating the values. And do so explicitly. Don’t just say, “Hey, you’re doing a great job.” Say, “I loved the way you reduced delivery time by 20%, because that helps us achieve our mission of . . . and demonstrates our value of finding new efficiencies.”
·         Cut through the jargon. Speak plainly, specifically and focus on behaviors.
Rewarding the Mission and Values
In any organization, as Jack Welch observes: “You get the behaviors you reward.” The main point is to make sure that your team understand that their evaluations will be directly linked to how well their behaviors demonstrate a commitment to the vision and values of the organization. Your team must know what you expect and how their success will be measured. Just like the clarity and specificity required in setting mission and vision, that same clarity must be in place for evaluating the execution of it.
“Show me a company’s various compensation plans, and I’ll show you how its people behave.” Chuck Ames, the former chairman and CEO of Reliance Electric
·         Make sure the vision provides clear targets and vivid direction.
·         Establish an evaluation plan that measures success in terms of achieving the mission and demonstrating the values.
·         Remove ambiguity—everyone must know what choices they need to make and what priorities they should set to advance the mission.
·         Reward those who live the values.
The Generosity Gene
Great leaders delight in rewarding their people and giving praise and credit where it’s due. Leaders who have the generosity gene live nothing more than promoting the top performers on their team sand being able to negotiate raises and bonuses for those who are living the values of the company and performing at the top of their game.
Game Pages
Motivating Your Team with Mission and Values
Bringing your mission to life doesn’t happen overnight. If it’s going to truly be a part of your company’s DNA, it must be:
·         Well defined and actionable
·         Reinforced by the words and actions of the team leader
·         Integrated into the evaluation and compensation systems
When it is, your team will know what choices they should make, what priorities they should set and what behaviors are expected (and rewarded).
Your Starting Point
Mission and Values
By

I helped our company achieve its mission of




When I

I demonstrated the value of


Today I identified _________________________ specific examples of situations where my team members were living the mission and I acknowledged these by





To show my team how serious I am about living the mission, I





When I saw you doing


I was impressed by how that will help us




Reward

Wednesday, October 27, 2021

Mission Statements that Work: Your Roadmap to Winning


Mission Statements that Work: Your Roadmap to Winning
Takeaways
“Take the time, spend the energy, and make your mission and values real.” Jack Welch
Defining Your Mission and Values
What it Means
Mission and values are critical components of your business. They state how your organization is going to win, and the behaviors and actions it’ll take to get there. An effective mission statement answers one questions: “How do we intend to win in this business?”
Why it Matters
·         A company cannot reach its full potential without a concrete mission that defines what it is, why it exists, and where it is going.
·         An effective mission statement gives people a clear sense of the direction to profitability and removes inefficiencies and lost opportunities caused by a lack of focus.
·         A great mission helps people to feel that they are a part of something big and important.
·         The values (or behaviors) that define a company’s culture can be more powerful than any rules and policies in keeping business running the right way.
“Mission-setting can be a defining moment for a company’s leadership. It’s the true test of its stuff.” Jack Welch
Action Plan
Your Roadmap to Winning
Whether you are the CEO of a major company, run a whole division, or lead a small team, having a great mission statement and clear values to support it is critical to your success. The following activities will help you:
·         Analyze the efficacy of the current mission and values of your organization
·         Craft a mission statement for your team that focuses their energy on goals that are both aspirational and attainable
·         Establish values that support the mission and set clear behavioral expectations for your team
Action Plan
Your Starting Point
You may or may not have any influence over this right now, but it is important that you understand the starting point that senior management has established. You will have the opportunity to think about how you can influence the mission and values of your division or team in another activity.
1.       Does my company have a mission? What is it?


2.       Is it clear? Aspirational? Achievable?


3.       In what ways does it answer the question, “How are we going to win?”


4.       How do I currently implement my company’s overall mission into my own team’s activity?


5.       What specific values (behaviors) has my company identified that support the mission?


6.       Can the values be translated into actions that can be observed, communicated, taught, measured, and rewarded? Describe at least one behavior that would support each value.


Quick Wins with Mission and Values
The following are three simple activities you can use to set the stage for a Mission and Values discussion with your team.
·         Ask each team member to locate and review your organization’s existing mission statement.
·         After reading the mission statement, have each person complete a brief survey or, if you prefer, have a group addressing:
On a scale of 1-5, with 5 being “very” 1 being “not very”
·         How clear, specific and descriptive is the mission statement?
·         How actionable is it?
·         How much does it excite you?
·         How much does it motivate you to stretch yourself to achieve the mission?
·         How well does it provide a clear sense of direction to profitability?
·         How much does it make you feel like you are a part of something big and important?

·         Ask each team member to find and share three examples of mission statements from other companies that they really like. Have them explain why they like the mission statements. (Another option for this activity is to ask your team to also locate mission statements that they don’t like and explain why they don’t like them—they might sound phony, dull, or just too vague).
Developing a Team Mission—First Steps
Just because your company already has an overarching mission, it doesn’t mean that your team can’t develop a mission of its own (as long as the two support each other and are not in conflict). In fact, building a team mission can have a tremendously unifying and motivating impact on the energy and focus of the team.
If you’re going to create a team mission, set expectations first. Don’t just walk into the next meeting and say, “Today, we’re going to create a team mission statement.” You want your team to come to the meeting well-prepared to discuss and debate questions like, “What is our true purpose as a team? What are we about?” Have a few structured conversation-starters set ahead of time, such as:
·         Why do we exist?
·         What do we want our team to be? What are our aspirational goals?
·         How can our team leverage its strengths to help the company as a whole win?
These questions, coupled with the “Quick Wins” ideas from the earlier activity, will frame the discussion and help the team get some great ideas flowing.
Refining Your Team Mission
As you work through the previous activity, don’t rush to get a finished mission statement too quickly. It is natural to want to get the words just right, but your mission doesn’t need to be pretty or eloquent or inspirational . . . just yet. Focus first on getting the main idea right. Refinement will come quickly enough once you’re on the right track and then you can work to make every word count.
As the mission evolves, you will naturally be drawn into discussions about:
·         Which projects are consistent with the mission and which are not?
·         Where should resources be focused and where should they be withdrawn?
·         Where must trade-offs be made to achieve the mission?
All of these are critical questions and, to be fair, some of them may be beyond your team’s control. That’s fine. The point is to create a mission that clearly points the way forward. Remember, you can’t be all things to all people and it’s often just as important to define what you are not. A clear mission can keep you on track and can keep you from being pulled away by distractions.
Your goal is to get to a mission that, within just a couple of sentences, captures your true purpose and it at once both deeply aspirational and reasonably attainable.
Setting the Values for the Team
Getting to a great mission statement is critical, but it’s only the first step. To make the mission fully actionable, you’ll also need a share set of values that will help your people drive towards the mission day to day, in everything they do.
As you describe your desired culture, think about what behaviors you want your people to display. Specific values must be concrete an explicit. A great way to test whether values are specific enough is to have your team members ask themselves the following questions.
Well-defined values can be . . .
·         Observed
If I walked in and saw our values in practice, what would I see?

·         Communicated
As I explain to team members what I expect of them or retell a story about what one of our best team members did on a really great day, what action words would I use?

·         Taught
If a new member joined the team or I need to coach a current member on how to improve, can the values be presented in explicit lessons that can be learned by others?

·         Measured
How do I know when our values are happening and how do I know “mow much” they are happening?

·         Rewarded
As I think through how to reward my team members for practicing our corporate values (and more will follow in another module), how do I make sure I am reinforcing the right behaviors?
Values describe the best behaviors of your best employees on their best days and in doing so, answer the question, “How are we going to achieve the mission?”
Game Pages
Your Roadmap to Winning
Your Starting Point
Strong Mission Statements
Statement: ­­­­­­­­­­­­­­­­­­­__________________________________________________________________________________________________________________________________________________________________________
Why it works: ­­­­­­­­­­­­­­__________________________________________________________________________________________________________________________________________________________________________
Statement: ­­­­­­­­­­­­­­­­­­­__________________________________________________________________________________________________________________________________________________________________________
Why it works: ­­­­­­­­­­­­­­__________________________________________________________________________________________________________________________________________________________________________
Statement: ­­­­­­­­­­­­­­­­­­­__________________________________________________________________________________________________________________________________________________________________________
Why it works: ­­­­­­­­­­­­­­__________________________________________________________________________________________________________________________________________________________________________
Weak Mission Statements
Statement: __________________________________________________________________________________________________________________________________________________________________________
Why it’s weak: __________________________________________________________________________________________________________________________________________________________________________
Statement: __________________________________________________________________________________________________________________________________________________________________________
Why it’s weak: __________________________________________________________________________________________________________________________________________________________________________
Statement: __________________________________________________________________________________________________________________________________________________________________________
Why it’s weak: __________________________________________________________________________________________________________________________________________________________________________
Mission Statement and Vision
Our Mission: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
The values that will get us there: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
On a scale of 1-5, with 5 being “very” and 1 being “not very,” describe your reactions to our company mission statement.
·         How clear, specific, and descriptive is the mission statement?
1                           2                                  3                                  4                                  5
·         How actionable is it?
      1                           2                                  3                                  4                                  5
·         How much does it excite you?
      1                           2                                  3                                  4                                  5
·         How much does it motivate you to stretch you to achieve the mission?
      1                           2                                  3                                  4                                  5
·         How well does it provide a clear sense of direction to profitability?
      1                           2                                  3                                  4                                  5
·         How well does it make you feel like you are a part of something big and important?
      1                           2                                  3                                  4                                  5
Connecting Values with Behaviors
I am demonstrating the value of
_____________________________________________________________________________________
when I



I am demonstrating the value of
_____________________________________________________________________________________
when I




I am demonstrating the value of
_____________________________________________________________________________________
when I


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Reading since summer 2006 (some of the classics are re-reads): including magazine subscriptions

  • Abbot, Edwin A., Flatland;
  • Accelerate: Technology Driving Business Performance;
  • ACM Queue: Architecting Tomorrow's Computing;
  • Adkins, Lesley and Roy A. Adkins, Handbook to Life in Ancient Rome;
  • Ali, Ayaan Hirsi, Nomad: From Islam to America: A Personal Journey Through the Clash of Civilizations;
  • Ali, Tariq, The Clash of Fundamentalisms: Crusades, Jihads, and Modernity;
  • Allawi, Ali A., The Crisis of Islamic Civilization;
  • Alperovitz, Gar, The Decision To Use the Atomic Bomb;
  • American School & University: Shaping Facilities & Business Decisions;
  • Angelich, Jane, What's a Mother (in-Law) to Do?: 5 Essential Steps to Building a Loving Relationship with Your Son's New Wife;
  • Arad, Yitzchak, In the Shadow of the Red Banner: Soviet Jews in the War Against Nazi Germany;
  • Aristotle, Athenian Constitution. Eudemian Ethics. Virtues and Vices. (Loeb Classical Library No. 285);
  • Aristotle, Metaphysics: Books X-XIV, Oeconomica, Magna Moralia (The Loeb classical library);
  • Armstrong, Karen, A History of God;
  • Arrian: Anabasis of Alexander, Books I-IV (Loeb Classical Library No. 236);
  • Atkinson, Rick, The Guns at Last Light: The War in Western Europe, 1944-1945 (Liberation Trilogy);
  • Auletta, Ken, Googled: The End of the World As We Know It;
  • Austen, Jane, Pride and Prejudice;
  • Bacevich, Andrew, The Limits of Power: The End of American Exceptionalism;
  • Baker, James A. III, and Lee H. Hamilton, The Iraq Study Group Report: The Way Forward - A New Approach;
  • Barber, Benjamin R., Jihad vs. McWorld: Terrorism's Challenge to Democracy;
  • Barnett, Thomas P.M., Blueprint for Action: A Future Worth Creating;
  • Barnett, Thomas P.M., The Pentagon's New Map: War and Peace in the Twenty-First Century;
  • Barron, Robert, Catholicism: A Journey to the Heart of the Faith;
  • Baseline: Where Leadership Meets Technology;
  • Baur, Michael, Bauer, Stephen, eds., The Beatles and Philosophy;
  • Beard, Charles Austin, An Economic Interpretation of the Constitution of the United States (Sony Reader);
  • Benjamin, Daniel & Steven Simon, The Age of Sacred Terror: Radical Islam's War Against America;
  • Bergen, Peter, The Osama bin Laden I Know: An Oral History of al Qaeda's Leader;
  • Berman, Paul, Terror and Liberalism;
  • Berman, Paul, The Flight of the Intellectuals: The Controversy Over Islamism and the Press;
  • Better Software: The Print Companion to StickyMinds.com;
  • Bleyer, Kevin, Me the People: One Man's Selfless Quest to Rewrite the Constitution of the United States of America;
  • Boardman, Griffin, and Murray, The Oxford Illustrated History of the Roman World;
  • Bracken, Paul, The Second Nuclear Age: Strategy, Danger, and the New Power Politics;
  • Bradley, James, with Ron Powers, Flags of Our Fathers;
  • Bronte, Charlotte, Jane Eyre;
  • Bronte, Emily, Wuthering Heights;
  • Brown, Ashley, War in Peace Volume 10 1974-1984: The Marshall Cavendish Encyclopedia of Postwar Conflict;
  • Brown, Ashley, War in Peace Volume 8 The Marshall Cavendish Illustrated Encyclopedia of Postwar Conflict;
  • Brown, Nathan J., When Victory Is Not an Option: Islamist Movements in Arab Politics;
  • Bryce, Robert, Gusher of Lies: The Dangerous Delusions of "Energy Independence";
  • Bush, George W., Decision Points;
  • Bzdek, Vincent, The Kennedy Legacy: Jack, Bobby and Ted and a Family Dream Fulfilled;
  • Cahill, Thomas, Sailing the Wine-Dark Sea: Why the Greeks Matter;
  • Campus Facility Maintenance: Promoting a Healthy & Productive Learning Environment;
  • Campus Technology: Empowering the World of Higher Education;
  • Certification: Tools and Techniques for the IT Professional;
  • Channel Advisor: Business Insights for Solution Providers;
  • Chariton, Callirhoe (Loeb Classical Library);
  • Chief Learning Officer: Solutions for Enterprise Productivity;
  • Christ, Karl, The Romans: An Introduction to Their History and Civilization;
  • Cicero, De Senectute;
  • Cicero, The Republic, The Laws;
  • Cicero, The Verrine Orations I: Against Caecilius. Against Verres, Part I; Part II, Book 1 (Loeb Classical Library);
  • Cicero, The Verrine Orations I: Against Caecilius. Against Verres, Part I; Part II, Book 2 (Loeb Classical Library);
  • CIO Decisions: Aligning I.T. and Business in the MidMarket Enterprise;
  • CIO Insight: Best Practices for IT Business Leaders;
  • CIO: Business Technology Leadership;
  • Clay, Lucius Du Bignon, Decision in Germany;
  • Cohen, William S., Dragon Fire;
  • Colacello, Bob, Ronnie and Nancy: Their Path to the White House, 1911 to 1980;
  • Coll, Steve, The Bin Ladens: An Arabian Family in the American Century;
  • Collins, Francis S., The Language of God: A Scientist Presents Evidence for Belief ;
  • Colorni, Angelo, Israel for Beginners: A Field Guide for Encountering the Israelis in Their Natural Habitat;
  • Compliance & Technology;
  • Computerworld: The Voice of IT Management;
  • Connolly, Peter & Hazel Dodge, The Ancient City: Life in Classical Athens & Rome;
  • Conti, Greg, Googling Security: How Much Does Google Know About You?;
  • Converge: Strategy and Leadership for Technology in Education;
  • Cowan, Ross, Roman Legionary 58 BC - AD 69;
  • Cowell, F. R., Life in Ancient Rome;
  • Creel, Richard, Religion and Doubt: Toward a Faith of Your Own;
  • Cross, Robin, General Editor, The Encyclopedia of Warfare: The Changing Nature of Warfare from Prehistory to Modern-day Armed Conflicts;
  • CSO: The Resource for Security Executives:
  • Cummins, Joseph, History's Greatest Wars: The Epic Conflicts that Shaped the Modern World;
  • D'Amato, Raffaele, Imperial Roman Naval Forces 31 BC-AD 500;
  • Dallek, Robert, An Unfinished Life: John F. Kennedy 1917-1963;
  • Daly, Dennis, Sophocles' Ajax;
  • Dando-Collins, Stephen, Caesar's Legion: The Epic Saga of Julius Caesar's Elite Tenth Legion and the Armies of Rome;
  • Darwish, Nonie, Now They Call Me Infidel: Why I Renounced Jihad for America, Israel, and the War on Terror;
  • Davis Hanson, Victor, Makers of Ancient Strategy: From the Persian Wars to the Fall of Rome;
  • Dawkins, Richard, The Blind Watchmaker;
  • Dawkins, Richard, The God Delusion;
  • Dawkins, Richard, The Selfish Gene;
  • de Blij, Harm, Why Geography Matters: Three Challenges Facing America, Climate Change, The Rise of China, and Global Terrorism;
  • Defense Systems: Information Technology and Net-Centric Warfare;
  • Defense Systems: Strategic Intelligence for Info Centric Operations;
  • Defense Tech Briefs: Engineering Solutions for Military and Aerospace;
  • Dennett, Daniel C., Breaking the Spell: Religion as a Natural Phenomenon;
  • Dennett, Daniel C., Consciousness Explained;
  • Dennett, Daniel C., Darwin's Dangerous Idea;
  • Devries, Kelly, et. al., Battles of the Ancient World 1285 BC - AD 451 : From Kadesh to Catalaunian Field;
  • Dickens, Charles, Great Expectations;
  • Digital Communities: Building Twenty-First Century Communities;
  • Doctorow, E.L., Homer & Langley;
  • Dodds, E. R., The Greeks and the Irrational;
  • Dostoevsky, Fyodor, The House of the Dead (Google Books, Sony e-Reader);
  • Dostoevsky, Fyodor, The Idiot;
  • Douglass, Elisha P., Rebels and Democrats: The Struggle for Equal Political Rights and Majority Role During the American Revolution;
  • Doyle, Sir Arthur Conan, The Hound of the Baskervilles & The Valley of Fear;
  • Dr. Dobb's Journal: The World of Software Development;
  • Drug Discovery News: Discovery/Development/Diagnostics/Delivery;
  • DT: Defense Technology International;
  • Dunbar, Richard, Alcatraz;
  • Education Channel Partner: News, Trends, and Analysis for K-20 Sales Professionals;
  • Edwards, Aton, Preparedness Now!;
  • EGM: Electronic Gaming Monthly, the No. 1 Videogame Magazine;
  • Ehrman, Bart D., Lost Christianities: The Battles for Scriptures and the Faiths We Never Knew;
  • Ehrman, Bart D., Misquoting Jesus: The Story Behind Who Changed the Bible and Why;
  • Electronic Engineering Times: The Industry Newsweekly for the Creators of Technology;
  • Ellis, Joseph J., American Sphinx: The Character of Thomas Jefferson;
  • Ellis, Joseph J., His Excellency: George Washington;
  • Emergency Management: Strategy & Leadership in Critical Times;
  • Emerson, Steven, American Jihad: The Terrorists Living Among Us;
  • Erlewine, Robert, Monotheism and Tolerance: Recovering a Religion of Reason (Indiana Series in the Philosophy of Religion);
  • ESD: Embedded Systems Design;
  • Everitt, Anthony, Augustus: The Life of Rome's First Emperor;
  • Everitt, Anthony, Cicero: The Life and Times of Rome's Greatest Politician;
  • eWeek: The Enterprise Newsweekly;
  • Federal Computer Week: Powering the Business of Government;
  • Ferguson, Niall, Civilization: The West and the Rest;
  • Ferguson, Niall, Empire: The Rise and Demise of the British World Order and the Lessons for Global Power;
  • Ferguson, Niall, The Cash Nexus: Money and Power in the Modern World, 1700-2000;
  • Ferguson, Niall, The War of the World: Twentieth-Century Conflict and the Decline of the West;
  • Feuerbach, Ludwig, The Essence of Christianity (Sony eReader);
  • Fields, Nic, The Roman Army of the Principate 27 BC-AD 117;
  • Fields, Nic, The Roman Army of the Punic Wars 264-146 BC;
  • Fields, Nic, The Roman Army: the Civil Wars 88-31 BC;
  • Finkel, Caroline, Osman's Dream: The History of the Ottoman Empire;
  • Fisk, Robert, The Great War For Civilization: The Conquest of the Middle East;
  • Forstchen, William R., One Second After;
  • Fox, Robin Lane, The Classical World: An Epic History from Homer to Hadrian;
  • Frazer, James George, The Golden Bough (Volume 3): A Study in Magic and Religion (Sony eReader);
  • Freeh, Louis J., My FBI: Bringing Down the Mafia, Investigating Bill Clinton, and Fighting the War on Terror;
  • Freeman, Charles, The Greek Achievement: The Foundations of the Western World;
  • Friedman, Thomas L. The World Is Flat: A Brief History of the Twenty-First Century Further Updated and Expanded/Release 3.0;
  • Friedman, Thomas L., The Lexus and the Olive Tree: Understanding Globalization;
  • Frontinus: Stratagems. Aqueducts of Rome. (Loeb Classical Library No. 174);
  • Fuller Focus: Fuller Theological Seminary;
  • Fuller, Graham E., A World Without Islam;
  • Gaubatz, P. David and Paul Sperry, Muslim Mafia: Inside the Secret Underworld That's Conspiring to Islamize America;
  • Ghattas, Kim, The Secretary: A Journey with Hillary Clinton from Beirut to the Heart of American Power;
  • Gibson, William, Neuromancer;
  • Gilmour, Michael J., Gods and Guitars: Seeking the Sacred in Post-1960s Popular Music;
  • Global Services: Strategies for Sourcing People, Processes, and Technologies;
  • Glucklich, Ariel, Dying for Heaven: Holy Pleasure and Suicide Bombers-Why the Best Qualities of Religion Are Also It's Most Dangerous;
  • Goldberg, Jonah, Liberal Fascism: The Secret History of the American Left, From Mussolini to the Politics of Meaning;
  • Goldin, Shmuel, Unlocking the Torah Text Vayikra (Leviticus);
  • Goldsworthy, Adrian, Caesar: Life of a Colossus;
  • Goldsworthy, Adrian, How Rome Fell: Death of a Superpower;
  • Goodman, Lenn E., Creation and Evolution;
  • Goodwin, Doris Kearns, Team of Rivals: The Political Genius of Abraham Lincoln;
  • Gopp, Amy, et.al., Split Ticket: Independent Faith in a Time of Partisan Politics (WTF: Where's the Faith?);
  • Gordon, Michael R., and Bernard E. Trainor, Cobra II: The Inside Story of the Invasion and Occupation of Iraq;
  • Government Health IT: The Magazine of Public/private Health Care Convergence;
  • Government Technology's Emergency Management: Strategy & Leadership in Critical Times;
  • Government Technology: Solutions for State and Local Government in the Information Age;
  • Grant , Michael, The Climax of Rome: The Final Achievements of the Ancient World, AD 161 - 337;
  • Grant, Michael, The Classical Greeks;
  • Grumberg, Orna, and Helmut Veith, 25 Years of Model Checking: History, Achievements, Perspectives;
  • Halberstam, David, War in a Time of Peace: Bush, Clinton, and the Generals;
  • Hammer, Reuven, Entering Torah Prefaces to the Weekly Torah Portion;
  • Hanson, Victor Davis, An Autumn of War: What America Learned from September 11 and the War on Terrorism;
  • Hanson, Victor Davis, Between War and Peace: Lessons from Afghanistan to Iraq;
  • Hanson, Victor Davis, Carnage and Culture: Landmark Battles in the Rise of Western Power;
  • Hanson, Victor Davis, How The Obama Administration Threatens Our National Security (Encounter Broadsides);
  • Hanson, Victor Davis, Makers of Ancient Strategy: From the Persian Wars to the Fall of Rome;
  • Hanson, Victor Davis, Ripples of Battle: How Wars of the Past Still Determine How We Fight, How We Live, and How We Think;
  • Hanson, Victor Davis, The End of Sparta: A Novel;
  • Hanson, Victor Davis, The Soul of Battle: From Ancient Times to the Present Day, How Three Great Liberators Vanquished Tyranny;
  • Hanson, Victor Davis, Wars of the Ancient Greeks;
  • Harnack, Adolf Von, History of Dogma, Volume 3 (Sony Reader);
  • Harris, Alex, Reputation At Risk: Reputation Report;
  • Harris, Sam, Letter to a Christian Nation;
  • Harris, Sam, The End of Faith: Religion, Terror, and the Future of Reason;
  • Hayek, F. A., The Road to Serfdom;
  • Heilbroner, Robert L., and Lester Thurow, Economics Explained: Everything You Need to Know About How the Economy Works and Where It's Going;
  • Hempel, Sandra, The Strange Case of The Broad Street Pump: John Snow and the Mystery of Cholera;
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